Edition 36, Human Resources

Stubborn…, but not so much: Resistance to Change

By: Luis Arciniega

How many people do you know that follow the same route to go from their home to their work place? Or that despite the fact that they renew their wardrobe frequently it seems that they always wear the same clothes? Or those that when they are informed that to make a process in their company a new procedure has been implemented, immediately get furious regardless of the fact that the change will save time and work? Certainly more than one person close to you shows this kind of behavior. However, it is curious that if you start thinking about their ages, they will be people that need more than two puffs to blow out all the candles in their birthday cake; you will also be able to identify cases of individuals who never let go of their laptop and their handheld device to go everywhere and that nevertheless they frequently display the behavior described above. An interesting thought would be to start thinking about the common denominator that characterizes these persons: a personality trait? their genes? their education?

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Edition 36, Strategy

Learning from the Future to Improve Your Strategy

Por: Antonio Lloret
Professor and Researcher at the Business School, ITAM

Companies can make strategic decisions passively–meaning they replicate some past performance or because they take time to react to changes around them–or actively–meaning they make decisions with a view to the future, promote change ,or react more quickly. Active companies consider the future as a strategic challenge capable of changing current decisions.

When an organization has a competitive advantage over its competitors in the rest of the industry, it is no accident. It is the product of thorough reflection on the set of strategic actions it has taken and will take regarding the use of its resources, trends in its markets, or new product innovation.

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Accounting, Edition 36

NGO Management Models

By: Ana María Díaz

The risks and drawbacks facing NGOs in Mexico are mainly of a financial and regulatory bent, and tend to affect mainly organizations with weaker structures, undermining their ability to produce the desired results and, in some cases, threatening their very existence. Some of the problems most often encountered include: the absence of a regulatory framework, inefficient management systems and budget controls, inefficacy of the projects undertaken and lack of transparency in the rendering of accounts, while the poor performance of such organizations can be indirectly attributed to Mexico’s incipient culture of donation.

The term “Non-Governmental Organization” or its abbreviated form “NGO” became generalized when the UN wanted to distinguish between specialized inter-governmental entities and private organizations. NGOs are civil society organizations created by volunteers independently of local, regional and national governments and international organizations in response to needs not met by the State. Their goals and purpose are defined by their volunteers, who champion a specific cause, commit to a series of humanitarian undertakings, make governments aware of society’s concerns and oversee programs to ensure these are implemented in accordance with established policies.

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