Resistances, results and learning from Organizational Change. The case of the Higher Education Institution in central Mexico

Abstract

Organizational change processes are constant and inherent not only in organizations, but in life itself. In this particular case, we will refer to a public institution of higher education (IES) in central Mexico which, as of January 2009, began to operate with a new academic-administrative structure, going from a Napoleonic model to one matrix-departmental-multicampus. Although it seems simple, although the legal-normative process involved difficulties, they were not as many as the resistance that has been experienced since then, and the lessons learned to achieve the transformation that, indisputably, represents this proposal in the academic field. In this work, the results of an investigation dedicated to the analysis of this change and its relationships with the organizational culture will be reported. For the development of this project, documentary research, classical methods such as analysis-synthesis and self-observation were used; all this, with the aim of reflecting on the administrative, labor, academic and personal implications of an organizational change of this magnitude. Likewise, a brief description of some gaps, opened and overcome, is presented; of the learning and the indicators that show us that it is possible to advance in the realization of this organizational change.