miércoles, 25 de abril de 2018

Gestión de Reuniones vs Reunionismo


Por Alejandro Ruiz Balza



En este post se describe brevemente las características de un fenómeno extendido en la actualidad en muchas organizaciones: el Reunionismo y se recuerda que las reuniones no se gestionan solas y que existe una modelo de gestión comunicacional para las mismas.

En las organizaciones contemporáneas el tiempo de reuniones muchas veces no deja tiempo para cumplir con las tareas individuales. A esta nueva patología organizacional extendida se la denomina comúnmente “Reunionismo”.

Muchos de los CEOs, Gerentes de Recursos Humanos y miembros de todos los niveles de múltiples organizaciones consultadas se refieren describen a este fenómeno como exceso de reuniones extensas e improductivas caracterizadas por:

1- Asumir que se gestionan solas: juntarse no es reunirse;

2 - Convocar y/o concurrir a una reunión desconociendo el orden del día para la misma y/o llevando un tema por asistente;

3 - Informar de una decisión inamovible y ya en marcha;

4 - Asumir que la duración de la reunión es ilimitada y que es lo único que deben realizar los asistentes en su jornada laboral;

5 - Dada la extensión ilimitada permitir la utilización de smartphones durante la reunión;

6 - Realizar la reunión en cualquier sector de la organización sin relacionarlo con el orden del día;

7 - No registrar en una síntesis operativa de lo tratado y/o  no distribuirla entre los asistentes.

Existen diversos tipos de reuniones: de información, de formación, de reflexión, de trabajo, de funcionamiento, de toma de decisiones, de investigación, etc.,  para evitar en todos los casos el reunionismo la Comunicación Profesional provee un Modelo de Gestión de Reuniones que aplicado correctamente facilita optimizar el tiempo dedicado a dichos encuentros.

miércoles, 21 de marzo de 2018

Brand Management


By Mercedes Galíndez

The appearance of Brands goes back to the beginning of architecture and craft of stonemasonry when stones were carved or marked with a sign or identity symbol. This was the initial function of Brands: to Identify. Marks on stones provided information about the identity of the author or master builder and, later on, they were a way of identifying the workshop or lodge to which they belonged. When Commercial Activity developed due to the use of Paper Currency, goods had to be identified and the place of origin and data of the exporter needed to be recorded on containers or jars.

During the Industrial Revolution and with the increased consumption of the working classes Brand Packaging took place. Food and other raw materials that used to be sold in bulk were packed and the packaging provided information on the hygienic conditions of the product, its weight, and name or brand.

As the supply of products and services increased and the demand became more sophisticated in the international market, it was necessary to move to another level in organizational communication and advertising started playing a key role. Commercial Communication began to have a direct impact on the production conditions of goods where Branding was different to the Promotion of Products.

Since the early twentieth century some erratic designs of posters or advertisements were elaborated and published in newspapers, but they were far away of what a specialist would nowadays consider a professional one.

It was after World War II that Advertising – as a result of technical progresses in Mass Media - became more important, enabling an increase in the market and the arrival of the Consumer Society. Thus, the Advertising and Promotional function was added to the initial function of brands related to identification.

However, contemporary Organizations are recognized not only for being part of the social system to which they belong, but also for each of the elements that comprise them and their networking in a market where, as Norberto Chaves stated:

Obsolescence of the traditional modes of identification and diffusion is caused by the increase of Competitiveness, the stridency and information overload, high entropy of the commercial message due to acceleration and massification of consumption, the increase in the rates of change of the receiving social subject itself due to constant innovation of the Screening matrices in the market, the hypertrophy of the institutional body due to the proliferation of entities that are meant to be “socially” heard (Chaves 1992).

In this context Brands have acquired a central role. When speaking about Brands two key dimensions are considered. On the one hand, a Brand is a verbal sign (the name)so that it can be designated and verbalized and on the other hand, it is a visual sign (logo, symbol, color) to be seen in visible space and be used in various media supports.

If the brand is a sign, and thus it must convey a meaning, it must be managed so that the brands of an organization, of its products and services, are the result of a communication strategy.


Thus, Brand Management and Branding involves the permanent administration of each of the elements of the trade mark system of an organization, its products and services in order to obtain maximum effectiveness (meet all the proposed objectives) and efficiency (those targets should be achieved at the lowest costs) and ensure great flexibility to adapt to the strategic changes that occur within the system or that will arise from the environment since they will have an impact on the brand.

domingo, 25 de febrero de 2018

Comunicación, Millennials y Futuro

El miércoles 7 de febrero de 2018, el Director General de Comunicólogos, Dr. Alejandro Ruiz Balza, brindo una Charla Abierta en el ciclo "Management en Acción" organizada por la  UADE Business School - Buenos Aires. 

Compartimos a continuación la presentación con los 120 asistentes y con toda la Comunidad de Comunicólogos!


jueves, 25 de enero de 2018

Gilmore Girls: 3 Olas, 3 Modelos - Comunicación, Cultura y Género

 Ver Cuaderno: Gilmore Girls 3 Olas, 3 Modelos

En este Cuaderno trabajamos la relación de las variables Comunicación, Cultura y Género y su presencia en la serie Gilmore Girls

El objetivo es  analizar cómo era presentado el rol de la mujer durante la década del 2000 y en la actualidad tras su nueva edición en Netflix

Para ello se aborda la relación de las tres olas del Feminismo y su representación en cada una de las protagonistas, aplicando también algunas de las teorías de comunicación y su vínculo con el contexto cultural que enmarca la serie de referencia.

lunes, 27 de noviembre de 2017

Organizational Culture Audit

By Mercedes Galíndez

When we approach the implementation of an Organizational Culture Audit we should remember what is meant by Organizational Culture, which is a key element in the strategic development of Institutional Communication.

Organizational Culture defines all the ideas, values, needs, policies, expectations, beliefs and rules carried out by the members of an organization that create different interpretive contexts by which these members will give meaning to their everyday actions.

It helps as a reference and it guides corporate behavior, influencing the motivation and commitment of those who make the company, providing an idea of what the internal dynamics are like.

Organizational Culture provides a homogeneous conception of reality and, therefore, can reach consensus, becoming, in a sense, a self-regulating mechanism of power. As a result of the meaning given in the interpretive contexts, cultural issues emerge. These issues have a major impact on the attitudes of the members, the jargon and language used, stories, rumors and jokes told, the identification of friends and enemies, the logic applied, the vision of the future, etc.

Key Functions of Organizational Culture directly aim to facilitate integration, cohesion and commitment of all members inside and outside of the organization.

Organizational Culture Audit

It consists of an information matrix that helps to process and identify the different levels that form the culture of an organization. An Organizational Culture Audit will follow 8 steps that will be developed below:

1) Identify the Mission, Vision, Values, Signs and Symbols of the concerned Organization, present in all the discourses, channels and, tangibles and intangibles supports that should be clearly known in order to establish the initial state of the observed Organizational Culture.

2) Cultural Typology: to be able to analyze the organizational culture, a hypothesis based on what it is observed should be formulated. One way to categorize our observations is by establishing typologies of culture, in other words, defining key variables to determine how we could classify the organization. To do so, we will work with the concept of Ideology and its different typologies: Power Culture, Role Culture, Task Culture and Person Culture, by which the organization will be adapted to the various circumstances that it has to face.

3) Stages of Development, according to the different stages:

Creation and first steps of development
Expansion
Maturity and decline

in which the organization is, the Organizational Culture  will play a different role

4) Corporate Mentality: considering the opening, closing, change and innovation variables and the established order, a matrix can be constructed. This matrix represents the degree of openness or isolation that the company has with its environment and the degree of innovation and change regarding the established order, depending on which of the four basic, commonly known cultural archetypesNarcissistic Mentality, Tribal Mentality, Exploratory Mentality or Booster Mentality, it matches.

5) Relationship with the Market, two typologies will be considered in this key relationship for this process:

Risk-Feedback Typology: Mature corporate cultures, Heroic, Process and Youth.


Morphology Product Market Typology: define the competitive intensity of each sector.
  
6) Current Cultural Model: is a matrix that allows the processing of dataobtained from the analysis of organizational culture, providing the information needed to make a diagnosis and a future classification and reclassification of the various alternatives that show up in the Organizational Culture.

7) Cultural Intervention: is the process by which the entire organizational culture or part of it is modified in order to drive it towards a New Cultural Model (NMC) that will be defined according to the organizational strategy, dysfunctions found, functions that culture must comply with and the organization context.

Our intervention will take place from the different angles (visions, perspectives, attitudes, technology, human resources, regulations, rituals, traditions, beliefs, etc.) in which the analysis of the Organizational Culture Audit focuses, trying to encourage and facilitate the processes of Creation, Interpretation, Adaptation and Change so as to enable the creation of an Internal Communication Network to achieve the Cultural Change.

8) Monitoring and evaluation: End of the game. Once approved and implemented the intervention process in organizational culture, it is necessary to perform ongoing monitoring and periodic evaluations of that process to make the necessary and proper adjustments for a context that is constantly changing.

Applications: Processes of Mergers and Acquisitions, Design of Visual Identification System, Strategic Institutional Image & Communication Plan, Internal Communication Support, Cultural Change Programs, Knowledge Management.


martes, 31 de octubre de 2017

Innovación y Comunicación

Por Alejandro Ruiz Balza


El Emprendedor, héroe de nuestro tiempo, tiene en la Innovación su Habilidad clave. En este artículo el autor refiere la importancia de la Comunicación en los procesos innovadores.

El imperativo de nuestra época, la innovación implica colocar dentro de lo nuevo algo nuevo más cuya aplicación sea efectiva. Habilidad y herramienta clave para emprender en todas las disciplinas, lejos de ser algo innato, obra de un solo genio, se  trata siempre de un proceso emergente colectivo en una cultura y sistema social específico.

En general pueden encontrarse al menos 7 Fuentes para la Innovación:


1 - Lo Inesperado;

2 - Lo Disruptivo;

3 - La Obsolescencia;

4 - Cambios Tecnológicos;

5 - Cambios en la Demografía;

6 - Cambios en la Percepción Pública;

7 - Emergencia de Nuevos Conocimientos.


Los procesos de innovación son siempre contingentes dado que aun profesionalizando su práctica, la cultura y el sistema social en el que emergen pueden actuar tanto como promotor o como obturador de la misma.

Muchos gobiernos, empresas y universidades de todo el mundo insisten con la solución reductiva del “Centro de Innovación”, aislado y con la lógica de los laboratorios científicos de principios del Siglo XX, perdiendo de vista que los procesos creativos e innovadores ocurren en general de modo contingente y a partir de la Inteligencia Colectiva.


En dichos procesos de agregación de diversidad y multiplicidad de miradas - muchas veces contrapuestas - para resolver un problema antes considerado imposible, el rol de la Comunicación como garante y facilitadora de espacios para la promoción de la Inteligencia Colectiva la ubica como una disciplina clave para llevar adelante cualquier estrategia innovadora, que siempre comienza con el prefijo “CO”: Colaborativo, Colectivo, Cooperativo, Conversacional, etc.