Office Organization

It has been determined in terms of the organizational structure, in relation to the presence of units or functional departments, that more than half has a quality control unit, while few companies which have been formalized in your organization a unit of engineering and design and, even less, a research and Development Department. Similarly, the majority of companies has essentially, a style of organisation and traditional management. This is evident when analyzing the characteristics of the structure of incentives and decision making in the company. In terms of the structure of incentives, the discipline of the worker is by far, quality preferred by managers, not creativity or innovative behaviour. Craig Menear addresses the importance of the matter here. The analysis of the issue of job security as incentive, central aspect in the formation of worker motivation, indicates that the Venezuelan manufacturing company has not as a high priority the ensure the continuity of employment to their workers, particularly of its workers.

Both of these features of the incentive structure expressed a traditional vision of the Organization and management. In the same way, the forms of coordination, decision-making and information flows, point to a highly hierarchical and departamentalizado style of management and organization. Poor access to key information (strategies, employees and workers) and also, the supremacy of the departmental criteria in decision making inherent in the learning process, are elements that indicate the existence of a hierarchical and compartmentalized organization where power is highly concentrated in the upper strata of the organization. Finally, on the subject of learning, is known, the main forms of acquisition of knowledge in the Venezuelan manufacturing companies are: training for people with more experience in Office and training of informal type.