Analysis of the organizational culture of companies in the baking sector in Pasto

Abstract

Introduction: Taking into account the types of culture that exist, it is analyzed that although all bakery companies in Pasto have an organizational culture, only some of them are concerned about creating a specific culture plan or code that is characteristic of their brand, which will generate a weak culture, and “a weak organizational culture is a culture in which the objectives are not clear, the mission and vision of the company either; everyone sees the company in a different way and each one seeks to achieve its objectives by different paths; in organizations with a weak organizational culture there is a lack of communication, processes and standardization; there are constantly clashes between values, attitudes and ways of thinking of the members of the company, which generates bad working environments, unmotivated people and low productivity”.
Method: The research belongs to the empirical-analytical method because it will be based on rational and real foundations, where the solution to the problem of workers' behavior, its causes and also the consequences will be found.
Type of research: Population and sample: The population is 1,870 bakery companies in the city of Pasto, according to the statistical bases of the Chamber of Commerce of Pasto 2020. The finite population formula was applied and presents a research sample of 154 companies for this project.
Data collection techniques: For the development of the degree work, the following data collection sources will be used as follows:
-Primary sources: the survey will be used, which will be applied to the sample under study.
-Secondary sources: books, graduate works, magazines, newspapers, and bulletins will be consulted for the development of the research.
-Tertiary sources: electronic books, documents appearing in blogs, degree works in electronic pages, among others, will be reviewed.
Results: At this point are all the results obtained from the survey along with its analysis and writing, followed by the realization of the 2nd and 3rd objective, obtaining as a result the type of culture that exists among the bakery companies of Pasto and as a conclusion the result if the companies have an impact on the factors of success, leadership and competitiveness.
Conclusions: Thanks to the development of this research focused on analyzing the organizational culture of companies in the bakery sector in Pasto, it is concluded that the results suggest that the research is crucial, since it allows understanding and detecting the organizational culture thanks to the contribution of a committed staff focused on both corporate and personal goals. Clear and assertive communication plays a key role, integrating the entire team and strengthening relationships between members. In addition, the importance of creating more effective work environments and communication channels is highlighted, which, in the long term, would facilitate the incorporation of the concept of organizational culture in companies.
Despite the identification of success factors, possible shortcomings in their implementation are pointed out. These challenges could lead to consequences such as loss of competitiveness, financial problems and employee demotivation or turnover. It is crucial to address these shortcomings to ensure the development, growth and sustainability of the companies, in terms of competitiveness management stands out as a priority for bakery companies, investment in innovation, operational efficiency and product/service quality is considered crucial to stand out in the market.
Recommendations: As final recommendations focused on the good implementation of the organizational culture and opportunity for improvement of the Pasto bakery sector, first, given the inclination towards a power-oriented organizational culture, it is essential to balance this approach. Integrate practices that value not only tangible results, but also human capital development. Promote an environment that recognizes and celebrates employee achievement and learning, fostering a balanced culture. Address the lack of regular meetings to address problems, establish formal channels of communication that facilitate the exchange of ideas and collaborative problem solving, involve employees in decision making whenever possible, thus encouraging a greater degree of participation and decentralization.