SMASAC, la manufacturera peruana: una experiencia del inicio de la gestión cultural 2021-2022

• Autor: Iglesias Sanchez, Kiara Fiorella
• Formato: tesis de grado
• Fecha de Publicación: 2023
• Institución: Universidad de Lima
• Repositorio: ULIMA-Institucional
• Lenguaje: español
• OAI Identifier: oai:repositorio.ulima.edu.pe:20.500.12724/19299
• Enlace del recurso: https://hdl.handle.net/20.500.12724/19299
• Nivel de acceso: acceso abierto
• Materia: Industrias manufactureras; Gestión cultural; Cultura organizacional; Clima organizacional; Manufacturing industries; Arts administration; Corporate culture; Work environment; https://purl.org/pe-repo/ocde/ford#5.08.00

SMASAC Laboratory is a manufacturing organization that, over its 38 years of existence, has placed its primary focus on its core activity: the production of products for its clients. However, in the pursuit of enhancing competitiveness and productivity within the manufacturing market, it recognized the imperative to adapt to the evolving demands of its customers, for whom being a purpose-driven brand is now of utmost importance. This signifies not only working for economic motives but having a reason for existence and for undertaking its actions, embodying its purpose in the products or services it provides, and in the actions it takes, fostering stronger connections with its customers and collaborators. That's why one of the key internal actions to be undertaken is enhancing its work environment alongside a robust organizational culture, one that inspires its collaborators. Not only should they be well-informed about what defines them, but they should also conduct themselves and relate to others in alignment with the organization's defining aspects. To achieve this, a strong belief system must be implemented that contributes to their competitive edge in the market sector. This implies incorporating the core identifying elements of their organizational culture. However, this primarily involves a shift in the conservative management that the company currently possesses. In response to this necessity, a gradual shift in organizational management has been taking shape since 2021. As a first step, the institutional hierarchy welcomed the establishment of the Organizational Transformation department. This department is tasked with instigating changes within the organization through initiatives within internal communication, training, and development. These efforts are designed to strengthen and engage employees with the organizational culture, leading to an enhanced work environment. It's this area that presents in the following work the challenges it faces in order to pave the way for a change in the general management's perspective, and the main action that arises as a result of this change: the development of a culture guide. This tool marks a turning point within the organization, as its existence reaffirms the concern and commitment of the general management towards the well-being of its collaborators through the formalization of its cultural management. This is meant to reflect a positive work environment with more productive, motivated, and satisfied employees.