Organisational Values as "Attractors of Chaos": An Emerging Cultural Change to Manage Organisational Complexity

Business organisations are excellent representations of what in physics and mathematics are designated "chaotic" systems. Because a culture of innovation will be vital for organisational survival in the 21st century, the present paper proposes that viewing organisations in terms of "complexity theory" may assist leaders in fine-tuning managerial philosophies that provide orderly management emphasizing stability within a culture of organised chaos, for it is on the "boundary of chaos" that the greatest creativity occurs. It is argued that 21st century companies, as chaotic social systems, will no longer be effectively managed by rigid objectives (MBO) nor by instructions (MBI). Their capacity for self-organisation will be derived essentially from how their members accept a shared set of values or principles for action (MBV). Complexity theory deals with systems that show complex structures in time or space, often hiding simple deterministic rules. This theory holds that once these rules are found, it is possible to make effective predictions and even to control the apparent complexity. The state of chaos that self-organises, thanks to the appearance of the "strange attractor", is the ideal basis for creativity and innovation in the company. In this self-organised state of chaos, members are not confined to narrow roles, and gradually develop their capacity for differentiation and relationships, growing continuously toward their maximum potential contribution to the efficiency of the organisation. In this way, values act as organisers or "attractors" of disorder, which in the theory of chaos are equations represented by unusually regular geometric configurations that predict the long-term behaviour of complex systems. In business organisations (as in all kinds of social systems) the starting principles end up as the final principles in the long term. An attractor is a model representation of the behavioral results of a system. The attractor is not a force of attraction or a goal-oriented presence in the system; it simply depicts where the system is headed based on its rules of motion. Thus, in a culture that cultivates or shares values of autonomy, responsibility, independence, innovation, creativity, and proaction, the risk of short-term chaos is mitigated by an overall long-term sense of direction. A more suitable approach to manage the internal and external complexities that organisations are currently confronting is to alter their dominant culture under the principles of MBV.

Organisational values as "attractors of chaos": An emerging cultural change to manage organisational complexity

Business organisations are excellent representations of what in physics and mathematics are designated "chaotic" systems. Because a culture of innovation will be vital for organisational survival in the 21st century, the present paper proposes that viewing organisations in terms of "complexity theory" may assist leaders in fine-tuning managerial philosophies that provide orderly management emphasizing stability within a culture of organised chaos, for it is on the "boundary of chaos" that the greatest creativity occurs. It is argued that 21st century companies, as chaotic social systems, will no longer be effectively managed by rigid objectives (MBO) nor by instructions (MBI). Their capacity for self-organisation will be derived essentially from how their members accept a shared set of values or principles for action (MBV). Complexity theory deals with systems that show complex structures in time or space, often hiding simple deterministic rules. This theory holds that once these rules are found, it is possible to make effective predictions and even to control the apparent complexity. The state of chaos that self-organises, thanks to the appearance of the "strange attractor", is the ideal basis for creativity and innovation in the company. In this self-organised state of chaos, members are not confined to narrow roles, and gradually develop their capacity for differentiation and relationships, growing continuously toward their maximum potential contribution to the efficiency of the organisation. In this way, values act as organisers or "attractors" of disorder, which in the theory of chaos are equations represented by unusually regular geometric configurations that predict the long-term behaviour of complex systems. In business organisations (as in all kinds of social systems) the starting principles end up as the final principles in the long term. An attractor is a model representation of the behavioral results of a system. The attractor is not a force of attraction or a goal-oriented presence in the system; it simply depicts where the system is headed based on its rules of motion. Thus, in a culture that cultivates or shares values of autonomy, responsibility, independence, innovation, creativity, and proaction, the risk of short-term chaos is mitigated by an overall long-term sense of direction. A more suitable approach to manage the internal and external complexities that organisations are currently confronting is to alter their dominant culture under the principles of MBV.

La psicogeografía cultural del desarrollo humano

El objetivo del artículo es presentar las bases teóricas y conceptuales de una disciplina a medio camino entre la psicología, la geografía y la antropología: la “psicogeografía cultural del desarrollo humano” (PCDH). Entendiendo por PCDH el estudio del desarrollo psicológico humano dentro de ciertas “geografías vitales y psicológicas” como un río, montaña o valle; una institución social como la escuela o la familia; ciertos artefactos como una bandera, un libro o un mapa; ideologías como el nacionalismo o liberalismo; relaciones sociales entre, por ejemplo, padre e hijo y ciertas actividades realizadas

Identification and Management of Operational Risks in IT Organization of Financial Service Provider

Työn tavoitteena on tunnistaa toiminnallisia riskitekijöitä rahoituspalveluita tarjoavan yrityksen IT-organisaatiossa sekä löytää arkipäiväisiä keinoja hallita näitä riskejä. Työssä riskejä on myös tarkasteltu mahdollisen ulkoistuksen yhteydessä. Fuusiot ovat yleisiä rahoitusalan yrityksissä. Yhteenliittymien tuloksena yritysten IT-arkkitehtuuri voi olla monimutkainen ja kulttuurierot yrityksessä suuria. Synergia- ja mittakaavaetuja saadakseen yritys keskittää toimintojaan ja IT-ratkaisujaan. Riskien tunnistaminen on riskienhallintaprosessin tärkein vaihe. Tässä tutkimuksessa riskit ja riskitekijät tunnistettiin itsearvioinnin avulla kysymyssarjoja hyväksikäyttäen. Monet riskitekijät liittyivät sisäisen valvonnan ja seurannan puutteisiin. Myöhemmin näille riskeille pohdittiin työryhmässä käytännönläheisiä hallintakeinoja. Yritys voi siirtää tai jakaa IT -riskejä ulkoistamalla. Ulkoistaminen voi kuitenkin tuoda mukaan myös uusia riskitekijöitä. Ennen ulkoistamispäätöstä yrityksen sisäisten prosessien ja organisaation on oltava järjestyksessä, jotta sopimuksen kannattavuutta voidaan verrata luotettavasti saman palvelun tuottamiseen sisäisesti.

Towards a just community: an examination of the development of cultural citizenship rights in Canada from a communitarian perspective

The notion of citizenship, while a basic human right, has come under scrutiny. It was once assumed a liberal inspired regime of citizenship rights would reign as the primary ideological perspective in the Western world, however this has not been the case. Numerous competing paradigms have questioned the premise upon which liberal guarantees of citizenship rights are based. In particular, communitarianism has subjected liberal rights discourse to a closer examination. Communitarian theory holds that universalist principles negate any articulation of community and its internal diversity, such as cultural citizenship. It is this understanding of citizenship that has taken hold in Canada. The Canadian political experience illustrates a number of attributes associated with communitarian thought. It is a collectivist society that articulates a notion of the common good, acknowledges the internal diversity of its citizens and possesses a highly developed deliberative democratic process. To this end, Canada can be described as being more communitarian than liberal in nature in the process it has adopted to address citizenship rights. However, the type of commuIiitarianism displayed in Canada differs from the political models examined by such scholars as Michael Sandel, Iris Marion Young or Will Kymlicka. Cultural citizenship rights are fluid and malleable in Canada. While no clear guarantees of citizenship rights exist, there is a common commitment by Canadians to engage in a fair, open and inclusive deliberative process. This model is unique to Canada; it cannot be exported in that it is a product of Canadian political culture. As a result, the contemporary demands of cultural citizenship are dealt with effectively and democratically in Canada in that the proper mechanisms for public deliberation exist.

Diálogo Intercultural Colombo-Árabe en Bogotá : reflexiones acerca de la influencia árabe en la diversidad cultural nacional

El Diálogo Intercultural Colombo-Árabe en Bogotá. Una contribución a nivel local y nacional, basada en principios reconocidos internacionalmente como la promoción y protección de la diversidad cultural, un componente esencial para la paz, la convivencia y el desarrollo del país y del mundo.

Danzzara: arte híbrido, fortalecimiento y emprendimiento cultural

El proyecto se enfoca en DANZZARA, una organización cultural dedicada a la producción escénica y la realización de proyectos culturales. Se delineó un Plan de Fortalecimiento Empresarial Inteligente a través de la realización de un Plan de Negocios, iniciando con un diagnóstico situacional; a continuación se diseñaron un Plan de Mercadeo, un Plan Operacional, un Plan Organizativo y un Plan Financiero.

La gestión de relaciones con clientes (CRM): sector de seguridad privada

Esta tesis pretende describir la situación actual del sector de seguridad privada, al implementar y adoptar estrategias de CRM. Con una revisión confiable y el estudio de casos relacionados con el tema, lo cual permitirá constatar la realidad en cuanto la aplicación del modelo, en el sector de seguridad privada, según lo planteado por diversos autores. Los resultados obtenidos permitirán, de este modo, al sector y a sus gerentes, desarrollar estrategias que ayuden a la satisfacción de sus clientes y a la prestación de un mejor servicio. En el campo académico, este estudio servirá como guía teórico-práctica para estudiantes y profesores, de modo que permitirá afianzar conocimientos en cuanto al CRM, al marketing relacional y su uso en el sector de seguridad privada. Según este modelo la información acerca de los clientes, es una información estratégica vital para las organizaciones que ayuda a la toma de decisiones, pronosticar cambios en cuanto a demanda, además de establecer control sobre procesos en los que se involucre el cliente; de modo que la adopción e implementación de CRM, ayude a la empresa, en este caso a las del sector de seguridad privada, a estar atentos a la manera como se interactúa con el cliente y por ende mejorar el servicio, lo que tendrá repercusión en la percepción que tenga de la organización el cliente. De este modo, se ve como en la actualidad las estrategias de CRM definen el rumbo de una empresa, ayudando atraer nuevos clientes y además de esto, ayuda de igual modo a mantener felices a los clientes actuales; lo cual repercute en la demanda o el requerimiento del servicio, y así en una mejor rentabilidad para las empresas del sector. Razones por las que el sector de vigilancia se verá beneficiado por medio de las estrategias del CRM, lo que lo llevara a ofrecer mejores servicios a sus clientes.

El Outsourcing en la dinámica de sistemas hacia mercados extranjeros

Este trabajo recopila literatura académica relevante sobre estrategias de entrada y metodologías para la toma de decisión sobre la contratación de servicios de Outsourcing para el caso de empresas que planean expandirse hacia mercados extranjeros. La manera en que una empresa planifica su entrada a un mercado extranjero, y realiza la consideración y evaluación de información relevante y el diseño de la estrategia, determina el éxito o no de la misma. De otro lado, las metodologías consideradas se concentran en el nivel estratégico de la pirámide organizacional. Se parte de métodos simples para llegar a aquellos basados en la Teoría de Decisión Multicriterio, tanto individuales como híbridos. Finalmente, se presenta la Dinámica de Sistemas como herramienta valiosa en el proceso, por cuanto puede combinarse con métodos multicriterio.

Cultura e innovación en empresas con relaciones de cooperación inter organizacional

Un gran número de empresas están inmersas actualmente en espacios de mercado conocidos y saturados de competidores. La innovación constituye una de las principales alternativas de las empresas para encontrar su posicionamiento estratégico y adaptarse a los cambios del entorno (Kim & Mauborgne, 2005). Igualmente, Demirci (2013) asegura que la cultura es un factor clave en la innovación, dado que está fuertemente asociada con los valores, actitudes, comportamientos y prácticas organizacionales. Esta investigación abarca el estudio de la cultura organizacional y la innovación en el marco de estrategias de cooperación inter-organizacional donde se plantea que el grado de cooperación que existe entre las empresas tiene un efecto sobre los valores culturales y la incorporación de innovaciones en cada organización. Para esto se llevó a cabo una investigación cuantitativa con un alcance de tipo descriptivo y de carácter no experimental y trans seccional, cuya unidad de análisis fueron 20 empresas de la red ParqueSoft Manizales. Para la medición de las variables de innovación se aplicó un instrumento basado en el Manual de Oslo de la OECD y Eurostat (2005) el cual contempla la innovación de producto, proceso, mercadotecnia y organización. A nivel de los valores culturales, la medición se realizó a través de un cuestionario inspirado en el modelo de Hofstede (1980). Los resultados obtenidos permiten demostrar que existe un grado de relación entre la cooperación y los valores culturales ‘distancia al poder’ y ‘tolerancia a la incertidumbre´, sin poder determinar la relación con la generación de innovación de producto, proceso, mercadotecnia y organización, así como con las otras dimensiones del modelo de valores de Hofstede.

Tipos de lógica utilizadas en la toma de decisiones estratégicas de marketing

Para el administrador el proceso de la toma de decisiones es uno de sus mayores retos y responsabilidades, ya que en su desarrollo se debe definir el camino más acertado en un sin número de alternativas, teniendo en cuenta los obstáculos sociales, políticos y económicos del entorno empresarial. Para llegar a la decisión adecuada no hay que perder de vista los objetivos y metas propuestas, además de tener presente el proceso lógico, detectando, analizando y demostrando el porqué de esa elección. Consecuentemente el análisis que propone esta investigación aportara conocimientos sobre los tipos de lógica utilizados en la toma de decisiones estratégicas al administrador para satisfacer las demandas asociadas con el mercadeo para que de esta manera se pueda generar y ampliar eficientemente las competencia idóneas del administrador en la inserción internacional de un mercado laboral cada vez mayor (Valero, 2011). A lo largo de la investigación se pretende desarrollar un estudio teórico para explicar la relación entre la lógica y la toma de decisiones estratégicas de marketing y como estos conceptos se combinan para llegar a un resultado final. Esto se llevara a cabo por medio de un análisis de planes de marketing, iniciando por conceptos básicos como marketing, lógica, decisiones estratégicas, dirección de marketing seguido de los principios lógicos y contradicciones que se pueden llegar a generar entre la fundamentación teórica

Bibliotecas Públicas : marketing cultural e o acesso à leitura (estudo de caso)

Este trabalho de investigação assenta no pressuposto da mais-valia que o Marketing Cultural ocupa nas Bibliotecas Públicas e a sua influência no acesso à leitura. É a partir de três Perguntas de Partidas e na procura de respostas para as mesmas que se desenvolve todo este trabalho de investigação. A experiência diária de um bibliotecário faz crer que através do bom uso do marketing cultural conseguimos manter os clientes/leitores que temos e levar à Biblioteca novos leitores, aproximando-os da leitura. O enfoque recai no facto das Bibliotecas Públicas terem como princípio base de funcionamento o serem capazes de corresponder às necessidades, desejos e ambições dos seus leitores. Para que isto aconteça é necessário que as Bibliotecas Públicas conheçam bem o seu público-alvo e saibam o que esse público-alvo pretende. Outro aspeto a ter em consideração consiste no facto das Bibliotecas Públicas terem de saber exatamente qual é a sua missão e a sua finalidade, tendo em consideração o seu enquadramento sociocultural. Por tudo isto, as Bibliotecas Públicas devem focalizar-se não apenas nos serviços em si, mas muito especialmente no cliente/leitor, adaptando os serviços que prestam e a forma como os prestam à população que os utiliza efetiva ou potencialmente. Ou seja, os serviços prestados, para além de terem de ir ao encontro das necessidades dos clientes/leitores, têm de ser realizados com qualidade e eficiência para que sejam realmente eficazes e justifiquem a sua existência. Esta é a questão básica em estudo, focalizada no papel que o Marketing Cultural desempenha neste processo, nas Bibliotecas em geral e na Biblioteca Municipal Marquesa de Cadaval em particular, dado que é esta a nossa Biblioteca alvo. Para um melhor enquadramento do estudo far-se-á uma análise da importância do marketing no processo de leitura e a utilização das ferramentas que disponibiliza aplicando-as à Biblioteca Marquesa de Cadaval, em Almeirim.

Estágio no escalão de iniciados (sub-15) no clube atlético e cultural 2010-2011

RESUMO: O Clube Atlético e Cultural (C.A.C.), apesar de ser relativamente recente, é reconhecido como um Clube Desportivo de formação de atletas de referência na zona de Lisboa. O seu pico de reconhecimento e a sua maior “montra” de formação é sem dúvida o Torneio Internacional da Pontinha (escalão Sub-13), onde é palco de jogos durante 4 dias entre os maiores clubes nacionais, bem como, alguns clubes mundialmente conhecidos. Como prova desse facto, se analisarmos alguns jogadores de elite profissional, têm no seu percurso de formação o C.A.C. como instituição representada. O relatório que de seguida se apresenta, surge no âmbito do estágio de Mestrado em Treino Desportivo e pretende divulgar todas as decisões, acções e reflexões subjacentes ao Treino Desportivo de jovens jogadores. O contexto onde foi realizado foi na equipa de Iniciados “A” (Sub-15), que disputou o Campeonato da Divisão de Honra da Associação Futebol de Lisboa. O relatório encontra-se estruturado do geral para o particular, estando dividido em três tipos de planificação: (1) Planificação Conceptual – na qual abrange uma análise ao Clube em questão, o seu contexto, os seus recursos e os vários constrangimentos. Compreende ainda um estudo prévio de situações anteriores, leia-se, épocas anteriores, bem como, a formação da equipa e dos seus jogadores, em função dos objectivos traçados e assumidos no inicio da época desportiva. Integra também a preparação de todo o período Pré-Competitivo e o recurso a meios de observação e análise visando a melhoria de todo o processo de planeamento do treino. (2) Planificação Estratégica – Esta prevê todas as acções que dizem respeito ao Período Competitivo da equipa, como por exemplo a recolha de dados tanto da nossa equipa como dos adversários, a antecipação dos graus de dificuldade dos nossos adversários, o planeamento mais operacional (Microciclos) e a escolha de estratégias consoante os diferentes adversários e por fim, as reflexões necessárias entre os vários intervenientes no processo. (3) Planificação Táctica – Por fim este tipo de planificação abarca todas as acções, decisões e reacções nos momentos que antecedem o jogo, no momento em que este decorre e ainda após este terminar. Em suma, o relatório pretende expor toda a preparação de uma equipa ao longo de uma época desportiva, visto de uma perspectiva das funções de um treinador principal. ABSTRACT: The Clube Atlético e Cultural (C.A.C.), although relatively recent, is recognized as a reference club in youths training in the Lisbon area. The peak recognition and more “showcase” training ins undoubtedly the Torneio Internacional da Pontinha (Under-13), which is host to games during four days among the biggest national clubs, as well as some world-renowned clubs. As proof thereof, if we look at some elite professional players, have in their educational path C.A.C. represented as an institution. The report that presents itself, appears in the stage of Master of Sports Training and intends to disclose all the decisions, actions and thoughts behind the Sports Training of young players. The report is structured from general to particular, being divided into three types of planning: (1) Conceptual Planning - which includes an analysis on the club in question, its context, its resources and various constraints. It also includes a previous study of past situations like earlier seasons, as well as the formation of the team and its players, according to the objectives and commitments outlined in the beginning of the season. Also includes the preparation of all pre-competition period and the use of means of observation and analysis aimed at improving the entire process of planning the training. (2) Strategic Planning - This provides all the activities that concern the competitive period of the team, such as collecting information both from our team as well as opponents, anticipating the degree of difficulty of our adversaries, the more operational planning (microcycles) and the choice of strategies depending on different opponents and finally the necessary reflections between the various actors in the process. (3) Tactical Planning - Finally this type of planning includes all actions, decisions and reactions in the moments before, during and even after the game. To resume, the report seeks to expose all the preparation of the team throughout a sports season, by the perspective of the functions of a head coach.

Ensuring operational compliance and ethical responsibility in the regulation of ART: the HFEA, past, present, and future

Under the Public Bodies Bill 2010, the HFEA, cornerstone in the regulation of assisted reproduction technologies (ART) for the last twenty years, is due to be abolished. This implies that there is no longer a need for a dedicated regulator for ART and that the existing roles of the Authority as both operational compliance monitor, and instance of ethical evaluation, may be absorbed by existing healthcare regulators. This article presents a timely analysis of these disparate functions of the HFEA, charting reforms adopted in 2008 and assessing the impact of the current proposals. Taking assisted conception treatment as the focus activity, it will be shown that the last few years have seen a concentration on the HFEA as a technical regulator based upon the principles of Better Regulation, with little analysis of how the ethical responsibility of the Authority fits into this framework. The current proposal to abolish the HFEA continues to fail to address this crucial question. Notwithstanding the fact that the scope of the Authority's ethical role may be questioned, its abolition requires that the Government consider what alternatives exists - or need to be put in place - to provide both responsive operational regulation and a forum for ethical reflection and decision-making in an area which continues to pose regulatory challenges

Diagnosing and treating operational and implementation barriers in synoptic marketing planning

Strategic marketing planning is now widely adopted by business-to-business organizations. While marketing planning principles are well established, practitioners attempting to implement the process often find their progress impeded by a variety of barriers. These barriers are explored through a review of published evidence and case study analysis of several organizations. This analysis exposes three levels of barriers to effective business-to-business marketing planning, relating to (i) organizational infrastructure, (ii) the planning process and (iii) implementation. These barriers reflect the synoptic nature of planning in many organizations. The findings lead to the development of a practitioner-oriented diagnostic and treatment tool which guides managers through the marketing planning process. Although this diagnostic deals specifically with issues which are relevant to the marketing planner, its wider implications for strategic planning are also explored.