C

P
CONSU
M
LTORE
YACAMBÚ UNIVERSITY
S PARA
VICE-RECTORATE OF RESEARCH AND POSTGRADUATE
ORGANIZATIONAL CHANGE MANAGEMENT SEMINAR MEJOR
AR

CONSULTING PROPOSAL
ORGANIZATIONAL RECONVERSION

“ F ERRE ALL COMPANY”

Doctoral students:
Jairo Ramón Mendoza Ruiz
Javier Cornejo Rangel
Manuel Antonio Suarez Brito
Veronica Alejandra Flores

Dr. Leonor Dillon

Barquisimeto, November 2014

i
 YACAMBÚ UNIVERSITY
VICE-RECTORATE OF RESEARCH AND POSTGRADUATE
ORGANIZATIONAL CHANGE MANAGEMENT SEMINAR

CONSULTING PROPOSAL
ORGANIZATIONAL RECONVERSION

“ F ERRE ALL COMPANY”

Doctoral students:
Jairo Ramón Mendoza Ruiz
Javier Cornejo Rangel
Manuel Antonio Suarez Brito
Veronica Alejandra Flores

Dr. Leonor Dillon

Date: November 2014

SUMMARY

The purpose of this work is to make a consulting proposal to a fictitious company. The
purpose of this activity is to conceptualize and operationalize the organizational change
management procedure derived from process consulting to an organization. It is a feasible
project type investigation. The methodology used is documentary type from primary and
secondary sources. Among the results obtained, a document was obtained that reflects the
constituent elements of process consulting. The conclusions reached make it important for
professionals who manage organizational change to master a tool such as a business
consulting proposal.
Keywords: Organizational Reconversion, Organizational Change, Process Consulting,
Business Organizations.

ii
 CPM

CONSULTORES PARA
MEJORAR

GENERAL INDEX
pp.

INTRODUCTION………………………………………………………………… 1
Background of the selected company…………………………...……………… 3
Consulting objectives………………………….…………………………….. 4
Customer vision…………………………………………………………. 5
Consulting Proposal…………………………..………………………………. 6
Stages of Consulting……….………………………………………….. 6
Techniques used for data collection and analysis................................. 8
Preliminary Diagnosis and its Conceptual Map….………………………………. 11
Preliminary Diagnosis…………………………………………………… 11
Conceptual Map of the Diagnosis carried 12
out………………………………
Expected results……………………………………………………………. 13
Expected 13
achievements………………………………………………………….
Strategy to lead the Consulting 14
Process…………………………………….
Gantt diagram………………………………………………….................... 16
Execution time…………………………………………………………….. 17
Project cost……………………………………………………………….. 17
Conditions of Realization……………….………………………………………… 18
Team of 19
Consultants…………………………………………………………………….
Conclusions……………………………………………………………………. 20
REFERENCES………………………………………………………………….. 21

iii
 CPM

CONSULTORES PARA
MEJORAR

 INTRODUCTION

The proposal is aimed at the F ERRE T ODO Company, and is designed as a useful and
effective tool for the retrospective review of the organization as a starting point to
establish adjustments and improvements in its business system as a basis for its
sustainable development. .
An organizational reconversion process is a process that involves a reorganization
program, in which a review of the strategic concept, the prevailing organizational
structure, a review of human resources, existing technology, internal standards and
procedures is carried out. , with the purpose of achieving process improvement.
Transversally, the organizational climate in the company, the culture of the organization
and the existing opportunities for change are taken into account.
Organizations that do not define what is essential in time tend to divert their attention
to unproductive aspects; Therefore, the strategic concept of the organization (vision,
mission and strategic objectives) must be reviewed.
Organizational change processes require a good team. A motivated team allows the
organization's objectives to be their own; Therefore, the conditions and generalities of the
existing human resources in the organization must be reviewed. The true protagonist of
any modernization process is human resources.
Technology and Information Systems are a means to obtain the results that the
organization has proposed, therefore, an organizational reconversion process must review
the technological structure and information systems to verify that they are aligned with
the organization's business concept.
Modernization processes require timely and sometimes not very pleasant decisions;
Therefore, it is necessary to evaluate the need to make important decisions in the destiny
of the organization. The simplification and systematization of processes is a condition to
generate competitiveness.

1
 CPM

CONSULTORES PARA
MEJORAR
The organizational
reconversion consultancy carried out in this proposal is based on these principles.
This project shows the most relevant aspects of the company and its environment, its
objectives, the work methodology for the different stages: Preliminary Analysis,
Diagnosis, Action Plan, Implementation and Final Evaluation, which should determine
the advice, in order to optimize its management.

2
 CPM

CONSULTORES PARA
MEJORAR

 BACKGROUND S OF F ERRE ALL

The company F ERRE T ODO is a chain of hardware stores with solutions for projects or
jobs related to construction, decoration and remodeling, offering the widest assortment on the
market, the lowest prices and excellent service. It began operations in 2005 and currently has
several stores distributed throughout the country, especially in the central region. Thanks to
the purchase volumes they handle and the self-service concept, they seek to provide the
lowest prices on the market on a wide range of items. They are aimed at satisfying customers
with extensive opening hours and an extensive range of services, to facilitate their work and
continue helping to build quality products.
The company has maintained solid ties with suppliers of the best national and international
brands on the market, and its mission is aimed at offering the best option to our customers in
assortment, price and service, in the construction, decoration and remodeling market. of
home.
However, despite the efforts made by the company, they have been affected by economic
instabilities, the highly variable and limited policies of the Venezuelan system, today, forcing
them to join the list of companies with shortages of products to offer to the consumer. It is in
this context that the relevant need to carry out a Strategic Business Plan aimed at achieving
substantial improvements in the quality and service standards assumed by the company is
perceived.

3
 CPM

CONSULTORES PARA
MEJORAR

 O BJECTIVES OF THE CONSULTING

GENERAL OBJECTIVE
Develop an organizational reconversion process in the company F ERRE T ODO, with the
purpose of strengthening the competitive advantages of the organization, to guarantee its
participation and increase in the hardware products market.

SPECIFIC OBJECTIVES
Establish a review process of the existing strategic concept in the organization and
contrast it with that visualized by the client.
Analyze the organizational structure of the company F ERRE T ODO, in order to align
it with the defined strategic concept.
Identify the capabilities and potential for productive added value that F ERRE T ODO
's human resources represent.
Review the technological structure and existing information systems at F ERRE T
ODO .
Evaluate the need to make important decisions in the destiny of the organization, in
order to implement organizational change management in F ERRE T ODO.

Implement the different change processes in each of the F ERRE T ODO units, in order
to achieve the general objective of the consultancy.
Activate a continuous evaluation process of the implemented changes.

4
 CPM

CONSULTORES PARA
MEJORAR

 C LIENT V ISION

The client of F ERRE T ODO , evidence in some departments of the company, the lack of
products of great use or demand, likewise, the variety of trademarks or presentations of the
products offered has been gradually decreasing. Customer service is sometimes inefficient,
especially when paying for products and their respective billing. They feel the need to
contribute to this improvement that will benefit especially the consumer, who is directly
affected by the problem visualized by the client. Expectation of the consultancy to reveal the
weaknesses or threats present in the organization, as a basis for the search for solutions that
are truly applicable in the sector or department considered, to make the company a better
service provider in its area. of competition and to be able to satisfy consumer needs as much
as possible.

5
 CPM

CONSULTORES PARA
MEJORAR

 THE C ONSULTING PROPOSAL

Every consulting process begins through contact and relationship with the client, and ends
once the consultant has managed to provide the relevant advice to solve the problem posed.
Likewise, the consulting process is usually divided into several stages, which induces the
consultant and the client to be systematic and methodical, moving from one phase to another,
and from one activity to another, following a logical and temporal sequence.
In the case of F ERRE T ODO that concerns us, the process will consist of five stages, and
each of these will be subdivided into several activities. Below is a description of each of the
stages:

E COVERS AND ACTIVITIES OF THE CONSULTING

First Stage: Preliminary
This first phase includes the first contacts, conversations about what the client would like
to change in their organization and how the consultant could advise them, the development of
a task plan based on a preliminary analysis of the problem, and finally the negotiation and
arranging a consulting contract. Basically, this stage consists of a preparatory and planning
phase.
The activities of this stage are the following: the first contacts with the client; the
preliminary diagnosis that will be based on the application of in-depth interviews, aimed at
the company's management; the planning of the consulting process that will be based on the
diagnosis of the company's needs; the specific proposal to the client, which will be defined
through a process of discussion and agreements, under a feedback approach; and finally
hiring.

Second Stage: Diagnosis

6
 CPM

CONSULTORES PARA
MEJORAR
Once the contract is finalized, a
more in-depth diagnosis process must begin than the preliminary diagnosis carried out in the
previous stage. This second phase It basically consists of a thorough diagnosis of the problem
to be solved, based on a thorough investigation of the facts and their analysis. During this
stage, Consultores Para Mejorar, SA and the client cooperate to determine the type of change
that is needed.
The activities planned for this phase are the following: establish the situation of the
company in terms of its past, present and future; determine the positive and negative aspects
of the company and its workers; clearly identify what the real and priority needs of the
company are; and finally execute an analysis of the collected information. The techniques
used during this stage will be direct observation, bibliographic documentation and the
questionnaire.

Third Stage: Action Plan

This third phase contemplates the search for a solution to the company's problem, through
the evaluation of possible solutions, the development of a plan to introduce the changes, and
the presentation of the proposal to the client so that they can make a decision. Action planning
requires a rigorous and systematic approach to determine and study possible options, based on
the analysis carried out in the previous stage (diagnosis stage).
An important aspect of the action plan is to develop the strategies and tactics for
introducing changes, and in particular, for addressing human problems and overcoming any
resistance to change. The activities of this phase are the following: design possible solutions;
raise the proposal to the client, providing different options so that they are the ones who
decide; and finally finalize the proposal under a signed agreement.
Fourth Stage: Implementation
In this phase the proposed changes begin to become reality. The activities corresponding to
this stage are: staff training through workshops, since in general, training of workers is
necessary in any consultancy (Cohen, 2003); and the implementation of the solution process
that was designed and selected in the previous stage.
In reference to the implementation activity, it is necessary to keep in mind that during it
situations that escape planning may arise: new problems and unforeseen obstacles may arise,

7
or the erroneous nature of certain
assumptions or planning errors; Resistance to change may be very different from what was
anticipated in the diagnosis and planning phase.
Therefore, it may be necessary to correct the original design of the action plan. Since it is
impossible to accurately foresee all relationships, events or attitudes, and the reality of
implementation often differs from the plan, both the consultant and the client must participate
in the implementation of the changes that together they have helped to plan. , so that there is
clarity and collaboration in the process.
Fifth Stage: Final Evaluation
The fifth and final phase in the consulting process also includes several activities: the
evaluation of the executed process; the development of a monitoring plan, if requested by the
client; and finally the writing of a final report where the entire development of the process is
recorded. In relation to the evaluation process, aspects such as the consultant's performance
during his assignment, the approach adopted, the changes introduced and the results achieved
will have to be evaluated by the client and the consulting organization.
Mutual commitments must also be established to ensure the sustainability of the project,
and if there is interest in continuing the employment relationship, an agreement for future
work can be negotiated. The final report must be reviewed and endorsed by both parties,
giving both labor and legal conformity to the consulting process. Once these activities are
completed, the consultant leaves the client's organization and the consulting task or project is
completed by mutual agreement. The stages, activities and techniques that will be applied to
the F ERRE T ODO consulting process are summarized in table 1.

Techniques used for data collection and analysis

For the development of the consulting process, the use of four data collection techniques
will be necessary: bibliographic documentation; direct observation; in-depth interviews and
questionnaires.

8
 CPM

CONSULTORES PARA
MEJORAR
Table 1
Stages and activities of the consulting process to be applied to F ERRE T ODO .
FerreTodo Consulting Process
Stage: Activities: Techniques:
 First contacts.
 Preliminary diagnosis  Bibliographic documentation.
Preliminary  Planning of the consulting process.  Participatory observation.
 Concrete proposal to the client.  In-depth interview.
 Hiring.
 Company situation: past, present and
future.  Bibliographic documentation.
Diagnosis  Positive and negative aspects.  Participatory observation.
 Identify needs.  Questionnaire.
 Analysis of the information collected.
 Design solutions.
Action plan  Raise a proposal to the client. -
 Specify the proposal.
 Staff training.
Implementation  Workshops.
 Implementation.
 Evaluation.
Final evaluation  Monitoring plan. -
 Final report.
Note: Consultores Para Mejorar, SA

Through the bibliographic documentation technique, the consultant will use the
documentary information available from F ERRE T ODO , in order to analyze and understand
its current status and needs. Secondly, updated texts and recent research will be used to define
the management strategies that allow organizational change to be achieved. In this sense,
Tamayo and Tamayo (2006) point out that this technique is appropriate to determine those
relevant theories, methods and procedures to be used in a given case study.
Through observation, historical, managerial, administrative data, reports, manuals,
contributions of suggestions, etc. can be related. Sabino (2002) defines this technique as the
practical use of our senses, aimed at capturing and understanding reality. It is worth
mentioning that the observation will be participatory, because the project is part of the
community under study. Furthermore, for the application of this technique, a checklist will be
used as an instrument, in which the collected data will be reflected.

9
 CPM

CONSULTORES PARA
MEJORAR
The in-depth interviews will be applied at the levels of management positions (managers,
bosses, coordinators), in order to interact and preliminarily diagnose the situation of the
company. For its part, the questionnaires will be applied to a sample of workers, with the
purpose of collecting the necessary information to determine the strengths and weaknesses of
the company, as well as its labor needs.
Once the data is obtained, the results will be organized, tabulated and analyzed, to obtain
the respective conclusions and recommendations that support the consulting process. It is
important to highlight that the analysis will be carried out using the frequency statistical tool.
In order to facilitate the interpretation of the data, they will be represented through the use of
graphs, which will allow the results to be visualized.

10
 CPM

CONSULTORES PARA
MEJORAR

 P RELIMINARY DIAGNOSIS AND C ONCEPTUAL MAP

Preliminary Diagnosis
The preliminary diagnosis refers to the process by which information on the current state
of the company under study is searched, organized, interpreted and presented, allowing the
consultant to obtain a panoramic view in relation to the structure, processes, conflicts, losses,
among others. The preliminary diagnosis also allows us to generally identify the characteristic
strengths and weaknesses of the company. In a cooperative manner, the client and the
consultant must carry out the diagnosis of the company, which will serve as a reference
framework for the intervention of the consulting team and the possible solution of the
identified problems.
From the preliminary diagnosis made to F ERRE T ODO , it can be said in general terms
that the company presents the need to apply some strategic elements, through the creation of
an internal consultancy that promotes:
The development of leadership aimed at improving customer service.
The implementation of new management strategies by managers towards the
personnel who work in the company.
Greater motivation to improve worker performance.
Updating induction courses.
Advice to workers through qualified and specialized personnel.
Improve communication between the different departments of the company.
Improvement and updating of the procedures used by the logistics department.
Improvement of departmental operational processes, to minimize errors that have an
accounting impact on monthly closings.
Inventory planning that allows establishing the necessary stock within warehouses.
Advice and induction to train qualified personnel with comprehensive knowledge in
specific work areas.

11
 CPM

CONSULTORES PARA
MEJORAR

 Conceptual Map of the Diagnosis Made

A concept map is a technique that allows knowledge to be graphically represented through
an interconnected network of concepts. Working with concept maps favors the development
of reflective thinking, the incorporation of ideas, the identification of misconceptions, and
allows rapid feedback and visualization of the different nuances that a situation that you want
to improve may have. Below, in Graph 1, the conceptual map corresponding to the
preliminary diagnosis of F ERRE T ODO is shown.

The management

must
adopt
Operational processes Leadership
New strategies
to apply to apply
Greater
improve them to them to develop
efficien
cy
Communication Departments Workers Induction courses, advice and workshops
improve
implement
emphasi
ze INTERNAL AUDIT increase improve

Logistics Motivation Treatment of clients

improve improve
achieve

Update Inventory planning

improve

Graph 1: Conceptual map of the preliminary diagnosis of F ERRE T ODO .

Note: Consultores Para Mejorar, SA

12
 CPM

CONSULTORES PARA
MEJORAR

 EXPECTED RESULTS

EXPECTED ACHIEVEMENTS
With the implementation of the proposed plan, the expected results at the end of the
process are to achieve the following:
Minimize the existing gaps between the strategic concept existing in the company
F ERRE T ODO and the vision that the client has of said organization.
Establish an organizational structure according to the strategic concept of the
company F ERRE T ODO
Trained and motivated human resources based on a continuous training process in
accordance with the development needs of the FerreTodo company
A technological structure and information systems appropriate to the needs of the
F ERRE T ODO company.
An achievement-oriented Management based on the implementation of change
management to achieve organizational success at F ERRE T ODO and optimize
positioning in the national market.
Change processes implemented in each of the F ERRE T ODO offices.
Continuous evaluation processes on the implemented changes implemented in
each of the F ERRE T ODO units.

13
 CPM

CONSULTORES PARA
MEJORAR

 EXPECTED RESULTS

STRATEGY FOR LEADING THE CONSULTING PROCESS

To obtain the expected achievements, it is necessary to establish strategies to lead the

consulting process in a satisfactory manner for both the company F ERRE T ODO and the
organization Consultores Para Mejorar, SA.
Consultores Para Mejorar, SA proposes the objective evaluation of the current reality, of
the factors that affect the performance of the company F ERRE T ODO , controllable and not,
as well as the competitive position, the clear vision of the desired objectives. and possible, as
well as the actions taken to achieve them.
Strategy Formulation is key to achieving optimal results in fulfilling its mission, with the
subsequent objective of satisfying the needs of internal and external clients, as well as
shareholders. It is a complex issue that includes philosophical reflections on the
responsibilities of the organization and the definition of the business, as well as functional
arguments of a financial and administrative nature, marketing, processes, technology,
learning and development.
Financial strategies are the goals, patterns, or alternatives drawn up in order to perfect
and optimize the financial management of a company, with a predetermined goal:
Improve existing results and reach or get closer to the optimal ones.
The competitive strategy of an organization consists of the movements and
approaches that management designs to ensure that the organization has excellent
results. In effect, the strategy is the action plan that management has for the business.
Executive coaching is a collaborative and individual relationship between an
executive (coachee) and a driver (coach), which aims to facilitate behavioral changes
to improve the fulfillment of objectives, both in the work environment

STRATEGY FOR LEADING THE CONSULTING PROCESS (cont.)

14
 work as well as personal. In general terms, the areas of intervention are interpersonal
development, personal change and inner transformation. As key points for the success
of any organizational change process.
The management strategy of an organization. Gómez (2005) is to contribute to the
development of systems and management style based on strategic management.
Change and innovation will be the constant where response capacity becomes a
fundamental strategic element.
Consultores Para Mejorar, SA Proposes to the Senior Management of F ERRE T ODO the
strategies and their mode of implementation as a progressive process, through the search for
strategic factors that allow the solution to the problems, based on the specific needs of the
company. company. (Retolaza et al, 2007). However, for the strategy to be successful, the
following vital factors classified into four broad categories must be resolved:
Realignment of company units: The organization's strategy may require a realignment
of existing units in the company or groups to be reassigned or regrouped.
Communications: communication, interpretation and commitment to it is a vital issue,
due to factors such as different points of view, language, or geographical barrier.
Resource capacity: an organization, in addition to taking into account its human
resources, must stay up to date with regard to the technologies in the sector to which
it belongs. The acquisition of new equipment, the introduction of new procedures, or
negotiation with new suppliers may be recommended.
The external environment: competition, the economic situation, the political climate and the
requests of managers and employees have an important effect on organizations. Each of these factors
can influence the organization's ability to impose its strategy (Marchant L, 2005).

15
 CPM
 GANTT DIAGRAM

The deadlines for each of the stages and activities of the Project are detailed. The duration of the project is 6 months. CONSULTORES PARA
MEJORAR
Table 2
Gantt diagram
Consultores Para Mejorar, S.A. Reconversión organizacional Empresa: FerreTodo

Num Tarea Inicio Final nov-14 dic-14 ene-15 feb-15 mar-15 abr-15 may-15

Etapa Preliminar

1 Primeros contactos 17-11-14 21-11-14

2 Diagnóstico preliminar 19-11-14 21-11-14

3 Planeación del proceso de consultoría 24-11-14 27-11-14

4 Propuesta concreta al cliente 28-11-14 2-12-14

5 Contratación 2-12-14 5-12-14

Diagnostico
Situación de la empresa:
6 8-12-14 12-12-14
pasado, presente y futuro.
7 A spectos positivos y negativos. 15-12-14 19-12-14

8 Identificar las necesidades 15-12-14 19-12-14

9 A nálisis de la Información Recolectada 22-12-14 2-1-15

Plan de Acción

10 Diseñar soluciones 29-12-14 2-1-15

Elevar propuesta al cliente

11 5-1-15 9-1-15

12 Concretar la propuesta 12-1-15 16-1-15

Implementación

13 Capacitación del personal 19-1-15 6-2-15

14 Implementación 9-2-15 26-4-15

Evaluación Final

15 Evaluación 27-4-15 1-5-15

16 Plan de seguimiento 4-5-15 8-5-15

17 Informe final 13-5-15 15-5-15

Note: Consultores Para Mejorar, SA

16
 CPM

CONSULTORES PARA
MEJORAR
 EXECUTION
TIME
The development of the project from the Preliminary stage to the Final Evaluation stage is
twenty-six (26) weeks. The time for each stage is presented in Table 3.

Table 3
Consulting execution time
PHASE WEEKS HOURS, MAN
Phase I: Preliminary 4 180
Phase II: Diagnosis 4 368
Phase III: Action Plan 3 86,5
Phase IV: Implementation 12 489
Phase V: Final Evaluation 3 188
Total Proposal 26 1.311,5
Note: Consultores Para Mejorar, SA

 PROJECT COST

The total costs of the project amount to Bs. 721.325,00. Being equivalent to 0.0004% of
the earnings net income of shareholders for the fiscal year 2013. These costs are prorated by
stages in Table 4.
Table 4
Consulting cost by stages

PHASE COST IN BS.

Phase I: Preliminary 90.000,00
Phase II: Diagnosis 184.000,00
Phase III: Action Plan 43.250,00
Phase IV: Implementation 244.500,00
Phase V: Final Evaluation 94.000,00
Project Administration Expenses (10%) 65.575,00
TOTAL 721.325,00

17
 CPM

Note: Consultores Para Mejorar, SA CONSULTORES PARA

MEJORAR
 CONDITIONS OF
REALIZATION

This consultancy is an independent service; It is characterized by the impartiality of the

consultant, he does not have direct authority to make decisions and execute them, but he must
ensure maximum participation of the client in everything he does so that final success is
achieved by virtue of the efforts of both. This audit process is a consultative service,
consultants are not hired to direct organizations or to make decisions on behalf of directors in
trouble, their role is to act as advisors, with responsibility for the quality and integrity of their
advice; Clients assume responsibilities resulting from acceptance of such advice; This is why
it is a service that provides professional knowledge and skills to solve practical problems.
The execution and results of the consulting are subject to the conditions that the company
must comply with, which we detail below:
Facilitate key personnel from your productive units, necessary to develop the program
activities.
Facilitate access to its facilities and information regarding the administration of the
organization.
Incorporate into your management the recommendations issued by the Consulting
Team in charge of the change project.
Actively participate in events organized within the framework of the program that aim
to bring the organization closer internally, in order to internalize the change process.

18
 CPM

CONSULTORES PARA
MEJORAR

 TEAM OF CONSULTANTS

Consultores Para Mejorar, SA is a consulting services organization aimed at conceiving,

defining and designing strategies in organizations in the face of business change and
transformation processes that, due to their complexity, require aligning the areas of business,
management, organization and technology.
This activity is based on the provision of a diversified portfolio of consulting projects that
includes: Master, Strategic and Systems Plans; redesign of Business Models and
Organizational Models; regulatory compliance strategy, among others.
The team of professionals at Consultores Para Mejorar, SA, brings together specialized
knowledge in various disciplines that translates into practically oriented projects (formulating
Diagnoses, Action Plans, Execution Plans and Evaluation and Continuous Improvement
Plans), which means a guarantee of real success, and in turn, a competitive advantage over the
large consulting firms in the market, who only arrive at the diagnosis and action plans.
For the development of the project, Consultores Para Mejorar, SA , has Teachers with
great expertise in the management of organizational changes in different productive sectors of
the economy (See Table 5); It has its own methodological models, designed to understand,
understand and predict business dynamics in highly complex environments, characteristic of
our days.
Table 5
Stages and activities of the consulting process to be applied to F ERRE T ODO .
NAME POST SPECIALTY
Jairo Ramón Mendoza Ruiz Team Coordinator Operational Processes
Veronica Alejandra Flores Senior consultant Technology and IT
Javier Cornejo Rangel Junior consultant Finance
Manuel Antonio Suarez Brito Junior consultant Human Resources

19
 CPM

CONSULTORES PARA
MEJORAR
CONCLUSIONS

In generic terms, the great conclusion about this consulting proposal to the company F

ERRE T ODO is the importance for the success of organizational change of the schematization
of the procedures and models that allow the organization to generate a culture and climate.
oriented towards continuous changes.
In this sense, it is interesting to highlight the importance and decisive impact that planned
change processes have on the company. An organizational reconversion consultancy is a
historic step in organizations that have the managerial maturity to assume change as part of
organizational management.
Achieving changes that impact the competitiveness of the organization in its natural
markets allows for raising the well-being of everyone related to the organization; starting with
the client who receives a product or service of higher quality and added value; workers who
increase their capabilities and skills by equipping themselves with more efficient and effective
technologies; shareholders, who manage to increase the profitability of their investments and
obtain much more robust and competitive organizations.

20
 CPM

CONSULTORES PARA
MEJORAR
 REFERENCES

Cohen, W. (2003). How to be a successful consultant . Bogotá: Grupo Editorial Norma.

Marchant, Loreto. (2005). Updates for Organizational Development . Free online Economics
book Available: http://www.eumed.net/libros/2005/lmr/1.htm. [Consultation November
10, 2014].
Retolaza, JL. Ruiz, M. Araujo, A. (2007). “Strategic Success Factors in Insertion
Companies” . CIREC- Spain, October, No 59, pp 61-89. Valencia. Online magazine.
Available: www.ciriec.revistaeconomia.es. [consult November 11, 2014].
Robbins, Stephen. (2004). Organizational behavior: Concepts, controversies, and
applications . Prentice Hall Hispanoamericana Publishing House. Mexico.
Sabino, C. (2002). The Research Process . Caracas: Panapo Editorial.
Tamayo and Tamayo, M. (1986). The process of scientific investigation . Mexico City:
Editorial Noriega.

21