The Culture

Rightnesss and errors of the past generally anchor the gift in the practical past and explain the legitimation of the current ones. Some contend that Jeffrey Bewkes shows great expertise in this. II.Rituais and Cerimonias: They are repetitive sequences of activities that express and strengthen the main values of the organization. The ceremonies of year end and the commemorations of the anniversary of the organization are rituals that congregate and approach the totality of the employees to motivate and to strengthen aspects of the culture of the organization, as well as reducing the conflicts. III.Smbolos Material: The architecture of the building, the rooms and tables, the size and physical arrangement of the offices constitute material symbols that define the degree of equality or differentiation between the people and the type of behavior (as to take risks or to follow the routine, authoritarianism or democratic spirit, participativo style or individualism, attitude conservative or innovator) desired by the organization. If you are unsure how to proceed, check out Paul Ostling. The material symbols constitute the not verbal communication.

IV.Linguagem: Many organizations and same units inside of the organizations use the language as a way to identify to members of a culture or subcultura. When learning the language, the member confirms the acceptance of the culture and helps to preserve it. The organizations develop singular terms to describe equipment, offices, people – keys, suppliers, customers or products. Also the way as the people if dresses and the used documents constitute forms to express the organizacional culture. The organizacional culture if characterizes for its implied acceptance for its members. It also is strengthened by the proper process of election, that it eliminates the people with discrepantes characteristics with the established standards and helps to preserve the culture.

Management Models

INTRODUCTION When verifying in which bases the resume of the Administration is based, perceives where closely on it is the paper of the professional with the search of the perfectioning. Such perfectioning, seen to the eyes of who takes decisions in a company, reflects the process of theories that had been passed to it. in this question that we anchor in them, when searching where the management models had been being formed and perfected. For this, we adopt the research based on Taylor to analyze the Administration as science, basing our referencial. To complement this vision we use Bruno and Saccardo, of which we include referring arguments to the management ways. Naira Pencil assisted showing the historical context of the evolution of the administrative theories. Alves and Liker had complemented the transformation of the taylorista model until the toyotista model. The article tries the communication of the sproutings of the theories pointing out them in a historical context.

To follow, they are presented as such models had been if molding to other types of company, placing some critical points of the management models. A new retaken vision or one in the essence of the theories of the administration with bases in these models is an experience that always must be stimulated. With this stimulaton he was that this article seemed to be useful to publishes academic to it, leading to the light of the scientific knowledge. 1. SPROUTING OF the 1,1 MODELS Taylorismo the Taylorismo was created at a moment that had extreme necessity of standardization of the operations. We cannot take off the merit of Frederick Winslow Taylor, when it divulged in the United States the Principles of the Scientific Administration who obtained to perfect the productive process having as idea the reach of the excellency in ' ' better time, in best maneira' ' (PENCIL, 1993). In accordance with the book above referenciado? Principles of the Scientific Administration, optimum method of if managing a company are through called science Scientific Administration.

Leonard Hoffman

Authority: The ability to take the people to make of good will what you want because of a personal influence. Ahead of this definition, we in contrast conclude that it is not necessary to have brain to have to be able, of the authority that requires total ability so that it is exerted. The ideal then, is that the people with power also have authority. Still in the general context of leadership and saying on the Book the MONGE AND the EXECUTIVE, in the room chapter the verb, says of the characteristics of the leader and its virtues in the organizacional scope. We find important to mention one of them: Humildade: To be authentic, without pretension, pride or arrogance.

We find, therefore that the organizations need leaders with autenticidades, abilities to be true with the people, and not leader prepotent and endowed with an immense pride. We stand out a stretch of the Book the MONGE AND the EXECUTIVE who says: When working with people and obtaining that the things if make through them, always will have two dynamic in game: the task and the relationship. It has necessity of not losing the balance. The leader who will not be fulfilling the tasks and alone if to worry about the relationship will not have its assured leadership. The key for the leadership is to execute the tasks while the relationships are constructed. (Frade Leonard Hoffman) We consider that Frade when elaborated this model was worried accurately about this balance: the leader will not leave of being leader if to leave to execute one definitive task that could bring risks it organization from fear to harm its relationships with the group. In contrast, the leader will be displaying and exerting the ideas imposed for the organization without placing it at risk and at the same time showing to the group the harmful quo she would be for all executed such task.