In many cases, these are family businesses. who really rules is the general manager’s family, whose conservatism inflaming, it does not approve the actions needed to given the radical change that represents a shift from family management to professional management . In other cases, it is the manager who did not want to leave his autocratic behavior, opposing unconsciously, as wrongly perceived that you may lose power. Many companies have gone bankrupt by this fact. A general manager should be a good self, trying to discover if inherited as CEO as head of a family power hidden, or the necessary initial growth transformed him into an autocrat who does not want to, unconsciously, to professionalize the company, or is lucky spurious manager who likes to surround himself with people with low potential for that, unconsciously, do not do shadow. If you, as general manager is in this dilemma, seek urgent personal counseling with a counselor who can build trust hard it is for you, you have to understand that changes must be made once and for all to leave the way clear a new development stage of your business. 2 .- How management should know how to use emotional intelligence to prevent the manifestation of conflict and ensure a favorable climate for business? A good manager must be fully identified with proper use of their emotions, has it with the help of Emotional Intelligence, which is a generator of information and mechanisms to improve our relationship with ourselves. Moreover, the ability to influence people, communicability, ability to exercise leadership, adaptability to change, conflict resolution, easy to link, to collaborate and cooperate with a team, are all skills that rely a greater or lesser development of emotional intelligence. .
For example, a corporation that has branches distributed worldwide and is dedicated to the development of products or services, usually performs the same activities in all locations, but lacks adequate documentation of its processes. This leads her to face two major problems: 1. If the employee expert (one who knows how solve the problems) of the branch will get along with him all the knowledge of the area or process that was responsible and the branch goes into "organizational amnesia." 2. Despite the work done in the different branches are the same, often one faces a specific problem and solves it in a particular way. Over time, perhaps one of the branches facing the same problem and its employees are obliged to deal with the means and methods they have available. The second branch, not knowing that this problem had already been presented before in another part of the organization, spends much time and money on finding a solution to something that had been settled previously. When a company manages its knowledge is able to preserve, share and transfer all its branches, thereby avoiding the costs and loss of time inherent in the phenomenon of "organizational amnesia." Maria Eugenia Machado, reminds us that the intelligent enterprise bases its competitive advantage in knowledge and the experiences of their employees.
With the Internet, smart companies have a very important technology partner for storing and distributing organizational knowledge valuable to all its offices and branches. The use of online systems allows companies to store and deliver quickly, efficiently and cost-organizational knowledge, facilitate training and communication of its employees and provide members of the organization the tools to query and generate a variety of information and new knowledge. Smart companies are, through the use of the network of networks in their productive tasks, better able to store and use their knowledge, thus avoiding to forget what they learned when employees leave the company most capable, and overcome the difficulties resulting from the lack of process documentation. In addition, new technologies allow, at a time which is necessary to maintain relations and exchanges globally distribute information and knowledge necessary for the proper operation of the company to all employees, regardless of their location.