El sistema de gestión de la calidad y el diseño de la estructura organizativa en un grupo empresarial del sector cooperativo colombiano

Abstract

In Colombia the Quality Management Systems (QMS) have passed through multiples phases, since their adoption by the first organizations as a need to state that they followed a coherent and systematic (normalized) processes in order to make business with overseas organizations, also they have walked through the phase of turning into a mode, until finally got into the phase where the companies are already conscious of the QMS’s benefits for the organization continuous improvement and management. The goal of this study is based into the impact analysis in the organizational structure of enterprises because of the QMS implementation. The information was obtain from statics samples of the operative level workers from three different companies of an enterprise Cooperative Group, where two of these companies have implemented a matured QMS in their processes, and the third one has just begun the implementation process. The study obtains its outcomes from hypothesis formulations that where validated or rejected by a statistical process founded in means comparison. The means where obtained from qualifications to questions of a measuring instrument validated in a previous study. Finally the results indicate that all three companies present highly formalized processes, low horizontal specialization, and highly indoctrinated workers towards values. In the other hand the study cannot (statistically) validate that the hierarchical structure of a company will be impacted by implementing QMS. For the Cooperative sector in particular the result could be explained by the adoption in the Cooperativism movement of a managerial model based in democracy, which has burocratized this sector in Colombia. Proof of this is that the company that has not implemented the QMS presents betters results in the questions related to this hypothesis. Is important to say that Cooperative enterprises have high levels of utilization of lateral devices by using these as tools for their decision making processes.