In the half century progresses, several economic and demographic trends are causing a major impact on organizational culture. These new trends and make dynamic changes that organizations and institutions, both public and private are discussed in the urgent need to focus on technological advances. The facts are no longer only local relevance and have come to have reference to the world. Countries and regions collapse when the frames of reference become obsolete and no longer valid to new realities.
From the broader perspective, globalization, economic openness, competitiveness, new phenomena to which organizations have to face. To the extent that competitiveness is a key element in the success of any organization, managers and leaders make more efforts to achieve high levels of productivity and efficiency.
The organizations are the expression of a cultural reality, they are called to live in a world of constant change, both socially and economically and technologically, or, conversely, as a body, enclosed within its limits formal. In both cases, this cultural reality reflects a framework of values, beliefs, ideas, feelings and desires of a community institution.
Indeed, organizational culture provides a frame of reference to members of the organization and provides guidelines on how people should behave in it. In many cases the culture is so obvious that you can see people’s behavior changes when it goes beyond the company gates.
From a general standpoint, one could say that organizations committed to the success are open to continuous learning. This involves creating conditions for maintaining a continuous learning and frame as the key asset of the organization.
Today organizations need to devise more flexible structures to change and this change occurs as a result of learning of its members. This means creating conditions to promote high performance teams, understanding team learning involves creating more value to the work and adaptability to change with a broad vision for innovation.
Although, there have been many transformation efforts that have failed in both public and private institutions, is no less true that the lack of planning and leadership in these organizations has resulted in the deterioration of their functions Guédez (1997) has, among other things, an urgent concern: how to have a real incentive management commitment to change and creativity?. One could speak of two complementary areas of action. The first is associated with the exercise of a style in which, besides managing the work, also manages the brain and heart. For its part, the second relates to the establishment of favorable organizational conditions.
Through organizational transformation processes, some managers have avoided short-term aspects such as organizational culture, has been interpreted very superficially the role of leader in a process of change, has ignored the important and strategic is the fact that: no a shared vision, never generate enough power and meaning to mobilize the organization and its human resources in the process of change.
The focus of the organizations for the success is the quality of their leaders in full freedom in the sense of emancipation, possessing a high skill level, allowing you to manage the change with proactive vision. Cordeiro (1996) argues that the emphasis on costs, customers, chaos and competition are factors over which management of human assets is guiding their decisions and actions in a comprehensive and strategic, so as to add value in a systematic and continuous processes of the organization.
The new management schemes reflect the way the organization thinks and operates, demanding among other things: a worker with the knowledge to develop and achieve business objectives, a flexible process to the changes introduced by the organization, a flat structure, agile, reduced to a minimum creating a work environment that meets those involved in the implementation of organizational goals, a reward system based on the effectiveness of the process where success is shared and risk, and a team participatory actions of the organization.
Certainly, the Venezuelan organizations do not escape this reality of change with the adoption of new technologies (Quality Management, Process Reengineering, Benchmarking, Outsourcing, etc.) have seen excellent results. Such is the case, the oil industry to compete in international markets. There is much that must continue learning, staying in a constant search for best practices to be the best. This work is based on documentary research, analysis of problems in order to expand knowledge, based on the contributions of different bibliographic and documentary sources, revised for development. Within this approach was deemed important to ask the more relevant aspects of job content which consists of three chapters: the first is aimed at developing the organizational culture, beginning, of the importance of each of the factors related to Venezuelan company, the second focuses on the culture within a process of organizational change, and the Third, organizational culture relates to human resource management as competitive strategy.