Socialization as a process for achieving Organizational Change.

Today, managers aspire for their organizations to become world class. For some, striving to achieve it seems a lofty, impossible and unnecessary goal. But it is essential for survival and success in today's changing business world, and this can only be achieved through a motivated and highly competent workforce whose individual objectives are aligned with business plans and strategies. It should be noted that the processes of human resources organization involve the incorporation of new members into the company, the design of the position and the evaluation of performance in the position. Therefore, staffing processes seek to obtain the necessary people in the market, place them and integrate them into the organization so that it can perform its tasks and accept the formally established rules, procedures and mechanisms.

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Now, the next step is to organize the work that individuals must develop within the organization, this means that once recruited and selected, they manage to integrate into their jobs and assume the culture that prevails in it, which will recognize their talents and skills through performance evaluation. Thus, what follows the process of providing human resources is the process of organizing people, this process called organizational socialization is defined according to Chiavenato (2009), as "the process that seeks to expose the new member to its culture, context and system, so that they behave appropriately to the expectations of the organization".

Thus, while workers must identify with their organizations, they also tend to consider their own interests. Thus, while they do their best to contribute innovation and productivity to the company, they expect to have the prestige and appreciation of their colleagues and, on the other hand, to receive job security and remuneration commensurate with their performance and willingness to adapt to the changes that are generated daily in the company. It is important to emphasize that every organization must take into account the diversity of characters, customs, beliefs, principles and values that its members have, as they are part of their lives; therefore, organizations should seek that their members identify themselves with the established culture, without pretending that they leave aside everything they have learned during their development, which will generate a unique and distinguishable work environment.

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Thus, successful organizations must interact through people. That is, to leverage the knowledge, skills and capabilities that have value for their growth. In this context, managers must design strategies that ensure to identify, recruit and hire the best talent available, help them generate new ideas and innovations in an establishment period that tends to follow a standardized pattern of socialization.

It must be considered then, that the passage from external to internal element is a situation that produces anxiety in people; stress is high because new members feel that they lack identification, if not with the job itself, then with a new boss, new colleagues, the workplace or the new rules, and often feel alone and isolated. Under these circumstances, the manager must recognize that new employees need special attention to reassure them, which usually involves providing them with adequate information to reduce uncertainty and ambiguity. This is true even though the content and type of the accommodation may vary.