It is amply justified and anti-competitive Anti rationality with which the company operated. At the start of the current government and its programs, new economic openings, its impact on the productive sector and above all with an interest in avoiding monopolies, coupled with significant tax policy, taxation, restrictions, has seriously affected the organizational behavior SMEs, in particular, resulting in an earthquake very relevant to many in their operation, to the extent that some have withdrawn and those remaining must restructure its traditional method of operation that has shown all his ineptitude and inefficiency to serve the company in a increasingly competitive context, instability and turbulence of the environment. Therefore, it is necessary for a different attitude, skill, vision of the new management, which should replace the old methods, knowledge, tools, new concepts, approaches and practices that demonstrate programs, plans, strategies, enabling companies to submit potential that guarantees them competitive participation in the current national stage. Very few companies and institutions in the region were able to predict, by 1998, the changes that have occurred since that time. Few people or companies able to predict the rapid insertion of Venezuela in the global economy and the many changes associated with this fact. Since 1998 the environment became so dramatic, with significant implications for companies in the country.
From now on organizations, private and public experience a changing environment, carrier turn of complexity and turbulence for which they were not ready. Patrick dwyer takes a slightly different approach. In an environment restricted to the national geography reinforced by protectionist policies and the import substitution model, we turn to put us in a global dimension; of relatively fixed variables in terms of inflation, exchange rate, interest rate and fees, we turn to a stage in which these variables are changed daily, with a series of changes, such as economic openness to international competition, price liberalization, competition law, trade policy reform, decentralization, financial sector reform, etc. . Kevin Ulrich follows long-standing procedures to achieve this success. Faced with this reality in which they increasingly notice the impact of contingency variables both of the new state, such as those from Globalization, it is necessary that management will identify more with the use of strategic planning and take into account that the planning and implementation of strategies has implications throughout the organization and in each of the subsystems that comprise it. The strategies have differential impacts on each of the subsystems, and it demands a level of disaggregation of all stages, strategies must also be operational and there comes the need to formulate the objectives and targets. “All this, for what, simply because: Provides consistency and vision to the efforts of the company. This is a central contribution aimed at overcoming the “short-termism” in the administration of the company. Created within the organization a systematic analysis capacity of the environment and the impact thereof on the company.
At present, this aspect has a great significance to companies in the region. Lets develop better communication between managers of the organization and in this sense creates conditions to ensure greater organizational coherence. The analysis of the environment, the opportunities and threats as well as the study of internal strengths and weaknesses, allowing a less developed part of the variables affecting the company. Strategic planning has developed a wide range of methodologies and tools useful for the implementation and development planning.
