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scientific management is possible in Venezuela

hear a young boy and popular catalog said that one thing is theory and another is practice. It seems that the world of corporate management is purely practical, but nothing further from the reality. Since 1962, Thomas Kuhn in his classic work entitled "The Structure of Scientific Revolutions," began to change the idea of \u200b\u200bthe scientist who knew a lot about recently in a secluded place, the science that values \u200b\u200bthat can be used by society whatever works. This means that science seeks to practice and through the evaluation of an inter-reality reality is systematized and in doing so it becomes science or what Kuhn called a paradigm.

However, the university as a social institution that educates people who go to work in business, is completely detached from the company and that is precisely the result that further mentioned that the theory is one thing and practice is another. That is why the table should be placed in the break point between the classical and contemporary science is the difference between information and knowledge, that is, between a theory and application and involves a relationship between academia and industry and that only with this link, organizations can, through their employees, their cognitive and practical skills, to endorse these theories and transform reality. Despite this, it is clear the crack, the separation between academia and industry which is largely because most of our universities are state and are affected by its bureaucracy and inefficiency.

This divorce between academia and industry that results in new knowledge and useful theory generated by researchers did not always transferred to professional practice, usually transferred to other university colleagues are few and generally very critical and some will be able to do with that knowledge, generating a kind of incestuous circle where ideas do not fall in the manuals of the organization and therefore do not become paradigms. Transmission between academics and managers is difficult. The frames of reference, the default values, which means it is relevant, often differ substantially. This difficulty has resulted in the proliferation of a brokerage industry that simplifies and scientific knowledge accessible to managers, giving untold economic benefits that the university does not receive not build that bridge University - Business.

Following the way the process runs in reverse as the company has taken care of the needs of future cultural change and has begun to change their assumptions, even when universities should be promoted as those who are in it where people are normally formed and devoted to research. (Llanos, 1994, p.92)

The big challenge we have today, is to integrate the university with the company, making the styles of thought, paradigms, useful knowledge for society is used is not filed on the shelves of universities. Thus, companies will be formed in experimental laboratories of universities achieving a university-business synergy and that the university will meet the needs of the company and the company can remedy hardly fault the university could correct their own resources.

consulting firms made millions doing this link, translating what the theory says and took the managers of firms to implement it. Baipasear universities are able to consulting firms will allow a positive feedback, resources to improve infrastructure for researchers and society more generally prepared to current challenges.

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Pathologies in

Here I present an article by Mark Urarte and Javier Fernández Aguado on organizational pathologies to reflect on the topic and incorporate new.

When does a medical diagnosis made perfect? When there is no error in it? The answer is simple: when you perform the autopsy. Do you serve the involved (former patient) the diagnosis? Of little use. For many organizations find out what happened when he died.

No organization, just as any person, is completely healthy. Sometimes evils will be under-or cold-specific liquidity needs and other, more fundamental: a cancer or excessive unwanted rotation. In any case, we must fix the ailment to continue performing effectively. In improving health, both personal and organizational-are three types of medicine that we can apply:

First . Preventive medicine: prevention is better than cure. Promote healthy habits (listening to customers, pay fairly, treat them with respect to employees ...), regular checkups (feed-back 360, benchmarkings, climate surveys ...) and put vaccines on time (appropriate training to staff, career plans, flexibility and conciliation practices ...), avoids many problems. Second

. Curative Medicine: not always be prevented, because not everything can be anticipated nor everything is in our hands. Some diseases are the result of bad habits but sometimes are the result of our genes. When evil is a fact necessary to apply the appropriate remedy. To do so is essential if

a) Diagnosis: know what happens to an organization goes, first, to identify the "symptoms"-Fall sales, lack of liquidity, high turnover of staff unwanted ...-, and, secondly, to clarify the causes: changes in consumer tastes, lax in planning, incompetent management positions ... Known and identified some others will be possible to define precisely what ails evil.

b) Treatment: pathology be clarified to apply the appropriate treatment.
are three steps to follow in a recovery process:

• Will : first thing to improve is to want change. It is necessary that will be launched. If the patient does not put any effort on your part would be futile. Top management must assume that there is always room for improvement. Blindness and deafness are too recurrent evils.

• Habits: not enough to want change, it is necessary to cultivate habits. The weak wills result in speeches strong, into action. By going to the gym one day no one stronger. By dint of insisting over and over again, you get the desired muscle mass ... Top management must always be the first to lead by example.

• Mood: the enthusiasm and vitality levels are determinants in the process of healing and rehabilitation, because the relapses and the pain often try to pull the work done by land. Plant Fear suppresses the error or punish the best in people.
c) Monitoring: pathology known to decrease the capacity of the organization and set the appropriate treatment, will have to conduct periodic reviews to check that everything is in order. Third

. Palliative Medicine: There are diseases that, unfortunately, no solution or, in some cases, the cure is worse than the disease. In this case you must take measures to make the pain is bearable as possible.

Classification of diseases

The most common diseases that often occur in organizations-about 40 in total as define in our book pathologies in organizations (LID Editorial, 2008) - can be classified according to 15 criteria. Some are:

a) According to the Severity : mild, serious, very serious. Not all problems have the same magnitude. Some diseases will require spending a couple of days in bed and others will inevitably resort to surgery. In some organizations sufficient to remove a harmful element and other will need to implement a major restructuring.

b) According to Age : Childhood, Adolescence, Maturity and Aging. The common problem of the most callow usually responds to financial needs. These are organizations que cuentan con mucha ilusión y poco capital; la falta de calcio se encuentra en el núcleo de sus dolencias. En las más adultas suele ocurrir lo contrario: sobra capital, pero falta empuje; una cierta artrosis evidenciada en forma de resistencia al cambio resta oportunidades de mejora.

c) Según el Tamaño y/o Propiedad de la empresa : Grandes, Pympes (pequeñas y muy pequeñas) y Familiares. En las empresas de menor tamaño, los recursos suelen ser más escasos que en las grandes. Sin embargo, la flexibilidad es mayor y la posibilidad de poner en marcha una idea que surgió ayer es más factible. En las familiares, por ejemplo, no queda bien separada la diferencia entre la lógica "Rational" and "emotional", which in some cases made the problems continue at home and sometimes-especially when the sequence is close, give rise to conflicts. In the largest, the problem often lies in the bureaucracy.

Other criteria for the classification of diseases are the type of condition, location, the chances of cure, stage of pregnancy or the frequency of appearance ... Conclusions



All institutions, large and small, public and private, profit or nonprofit ...- have flaws and imperfections. No escape this reality and none can be indifferent to it if you want to achieve, or continue to maintain high-levels. It is therefore essential to seek specialists, advisers, consultants or coaches, for finding the evil that afflicts each organization and make the necessary treatment that it does not lose sight of the goal of excellence. Once harnessed and put the problem will require further organizational health periodically checking to verify that certain tumors have not been replicated and no new ones have appeared.

This system of diagnosis, not only improves outcomes but also the quality of life of stakeholders.