El impacto de la deslaboralización en la cultura organizacional de las empresas floricultoras del Oriente Antioqueño

Abstract

Nowadays companies face a continuous division of its social formations, because the dynamic of globalisation tends to fracture them into small and diverse human groups. In this sense, institutions are seen as productive units of human groups, where heterogeneous cultures exist as a result of micro constructions and social processes with little identity. From a theoretical point of view, it is possible to consider those organisations as specific social typologies or visible constructions that can be planned, coordinated and monitored according to the characteristics of the economical, social and political systems of the region and the activity they develop, that’s the reason why inquiring on the formation of its organisational culture became necessary, especially for those companies that are catalogued in flowers production and commercialisation internationally. In this context, culture is a set of guiding actions for the interactions among its members which is susceptible of reproducing itself over conflicts, tensions and contradictions from a technical, economical, legal and social order creating a set of manners, routines and customs related to form, execution and projection to guarantee its survival in time. This means that culture is a set of practices, attitudes, roles and concurrent and recurrent behaviours that allow rebuilding relations between individuals that integrate enterprises from its interior and, in some cases its exterior, starting from coding, diffusion and acceptation of norms and policies shared by individuals and human conglomerates. Nevertheless, during societies and companies evolution in the business of flower trading many levels of complexities and differentiation are generated which creates identity and develops strategies of competitiveness and benchmarking in the social and economical realm, allowing the contextualization and definition of culture and its subcultures, even more now that labour changes and the trend to eliminate labour from the relations with the employee has impacted this type of organisations. Although there are many articles on organisational culture, it is necessary to appoint one centred on flower trading companies for national and international markets because these are dependent on economical, social, stationary and climatic factors and build a reference point for smaller companies and for different sectors since they are dominant in the region according to their employment rates, generated products and economical impact in the country. The topic of organisational culture has the support of several authors, but is has also its critics if you have cleared that many coincidences of purposes, interests and specific knowledge is present, establishing levels of participation and support. The human being in general is the sum of its behaviours, reactions, attitudes, among others, which generate the culture that propitiates the stability of organisations. The human being is the sum of their behaviors, reactions, attitudes, among others, from which you build the culture that fosters stability of organizations It is then assumed that culture is compound by three dimensions: intellectual, affective and social, just like human conduct permitting the processes of conformation and transformation. When it comes to research on companies, it is necessary to inquiry and study the space where humans are developed and established to satisfy their needs and, forces to appoint the company’s vision. When it is accepted that company, culture, vision and human needs are social constructions, that evolve in time, they have to be linked among them to generate goods and services that satisfy the people.