The name "Colombia" is derived from the last

name of Christopher Columbus.

To refer to this country, the Colombian
government uses the terms Colombia
Republica de Colombia
 MANAGERIAL PRACTICES IN COLOMBIA
 Human resource management (HRM) as practiced in Colombian
businesses is quite diverse. This diversity is the result of the
marked differences which coexist between different types of
companies at this unique juncture, represented by the beginning
of the twenty-first century and the dramatic changes originating
from international business centers.
 Although Colombia has had a continuous democratic political
system, it is a country with great social inequalities and an
exclusively centralized power
structure.

MANAGEMENT ACTIVITIES OF COLOMBIA

 Colombia has not been untouched by international business
theories, movements, and trends. During the first half of the
twentieth century, the function called personnel administration
was performed by people with backgrounds in industry, a military
career, or former practice as a labor lawyer. Between 1950 and
1960, when the theories of Taylor and Fayol were established and
implemented in the most advanced companies, the field started to
call itself industrial relations. IR began to receive important
contributions from the field of psychology.
 In the 1990s, the management of human talent became related to
business objectives and organizational strategies. At the
beginning of the new century, there was a focus on competencies,
 balanced scorecard application, downsizing, outsourcing, coaching,
organizational learning, emotional intelligence, leadership, and
outdoor training, to name but a few. These topics reflect
companies’ internal evolution as well as the international context
of new administrative technologies and trends.

MANAGEMENT STYLE OF COLOMBIA

 The business set up in Colombia is very formal and cross-cultural
management will be more successful if you bear in mind the
importance of being courteous at all times. Treat those in
positions of authority with particular respect and deference. It is
better to err on the side of being overly formal rather than
jeopardize a business relationship by being too informal and
appearing flippant.
 This is a country where "who you know" is often more important
than "what you know".
 Colombian business is rigidly hierarchical. For the most part
decisions are reached at the top of the company and passed down
to managers to implement. Managers are more autocratic than in
many other countries. They do not seek a consensus before
making decisions, as they believe it would make them appear weak.
 If a subordinate is not clear how they should approach a given
task, they will generally ask co-workers rather than their
manager. In general, the business climate is risk averse.
 If a manager must counsel a subordinate about a performance
problem, it will be done in private. Positive feedback may be given
publicly as it enhances the person’s status.
I. PLANNING PROCESS OF COLOMBIA

1) LONG TERM FOCUS OF COLOMBIA

 Bogotá, June 14 – The President of the Republic of Colombia,
Juan Manuel Santos, attended a high-level forum, showcasing
the results and recommendations of the national Green
Growth Taskforce. More than 400 high-level representatives
of the government, the private sector, academia and civil
society, participated in the forum that included the
Taskforce’s presentation of the Long-Term Green Growth
Policy, which provided a clear set of sustainable development
milestones and action plans to be delivered by 2030.
2) COLOMBIA DECISIONS MADE COLLECTIVELY-CONSENSUS
 In 1991 Constitution and subsequent creation of Ley 70 in 1993,
Colombia passed some of the most progressive legislation in the
world for guaranteeing the collective property rights of its Afro-
descendant minority population. However, the promises set out in
Ley 70 are far from fulfilled, as years of armed conflict, the
expansion of agricultural and tourist projects, and narco-
trafficking have impeded the realization of the legislation’s
objectives and Pacific region, but many members of the groups
possessing collective title have been displaced. In some cases, it
is thought that violence aimed at Afro-Colombian communities is a
result of claims made under Ley 70.
 3)PROCESS SLOW AND EXECUTION FAST OF COLOMBIA
 In 2016, after sixty years of war in Colombia, the country finally
created a peace agreement. This accord has given Colombia the
possibility to start again as a society, but the implementation of
it is in a precarious situation. The peace process in Colombia
brings hope and the possibility to end the war in the western
hemisphere by looking for one real solution for global problems
such as drugs trafficking, but there are three big risks and
potentially bad effects in the implementation process: One, the
killing of social leaders. Two, the slow process of implementation
and the new, conservative government. And three, the potential
effects on Latin America, especially regarding the global drug
problem.

II. ORGANIZING PROCESS OF COLOMBIA

1)ORGANISATIONAL STRUCTURE OF COLOMBIA

 Public power in Colombia is distributed in the Executive,
Legislative and Judicial branches, designed since 1945, and
entities for electoral organization and control agencies
established by the 1991 Constitution.
 The Executive Branch, led by the President of the Republic, is
mainly composed of governorates, municipalities and ministries.
Its role is enshrined in the article 115 of the National
Constitution.
 The Legislative Branch counts with a bicameral structure that
integrates the Senate Congress and the Chamber of
Representatives. The elections are through popular vote and its
members must be at least 30 years old.
 The Judicial Branch manage the justice in Colombia. It is
composed by organizations like the Supreme Court of Justice, the
Constitutional Court, the State of Council, the Supreme Council of
Judiciary, Special Jurisdictions and the General Prosecutor of
the Nation.
 Autonomous public entities are organizations that serve the
State. Among them are supervisory entities such as the Public
Prosecutor or the Attorney and the Comptroller, as well as the
National Electoral Council, and the Republic Bank.

2) DECENTRALISED OF COLOMBIA
 Colombia has experienced rapid changes linked to
decentralization reforms over the past three decades. The
decentralisation process started in 1986, and was strengthened
by the 1991 Constitution. It has been further reinforced since
2010. Although the 2011 LOOT law contributed to clarifying the
rules for decentralisation, distribution of competencies across
levels of government remain complex.
 There is a dual system of decentralised and delegated
responsibilities and the majority of competences are shared
between all levels of government (education, health, water and
sewerage, housing). The departments are responsible for planning
and promoting the economic and social development of their
territory.
 THE LEVEL OF DECENTRALISED EXPENDITURE

1) COLOMBIA-RESPONSIBLE IS AMBIGUOUS
 One major part of the peace agreement focuses on the difficult
task of providing justice for victims. Allowing impunity for serious
crimes committed during the conflict would jeopardise attempts
to build a stable future. Post-conflict war crimes trials
strengthen a society’s political identity as a state which abides by
the rule of law. They also provide a measure of accountability for
crimes suffered by the Colombian people.
 But this kind of transitional justice process takes place in the
context of a fragile political balance of power. In these
circumstances, states may appear unwilling or unable to punish
those most responsible. In Colombia, there are signs that
following the referendum, certain provisions of the transitional
justice agreement have been made ambiguous or watered down.
2) UNIFORM CULTURE AND PHILOSOPHY OF COLOMBIA
 The main topic of this paper is concerned with the incorporation
of culture into the teaching of English as a foreign language (EFL)
within the context of Colombia Bilingüe. More specifically, some
 consideration will be given to what culture is, how it can be
taught, and what Colombian authors have pointed out in terms of
the difficulties and complexities of working with culture in the
EFL classroom.
 It will be suggested that teaching culture is not synonymous with
promoting English sociocultural domination or adapting
ethnocentric practices, but mainly approaching and reflecting
upon one's and others' beliefs, attitudes, and behaviors which are
intertwined with language itself.

III. STAFFING PROCESS OF COLOMBIA

1) COLOMBIA’S EXTERNAL SOURCE OF RECRUITMENT FROM

EDUCATIONAL INSTITUTES
 Currently, middle-class Colombians are the highest spenders on
education. Investing a majority of their money in private
schooling for their children. The demand for higher education and
more challenging programs is quickly increasing. This is happening
so fast, that some areas are not able to keep up with the
student’s needs. Some of the programs that students are
interested in are not offered in their local areas. While some
students decide to stick around or settle for other programs,
other students will travel abroad for their education.
 There is a large number of students who are interested in
expanding their education. In 2012, over 1 million Colombian
students applied to higher education programs. There were
24,145 Colombian students studying abroad in 2011. The US and
Canada have been the most popular destinations with 6,543
 students headed to the US in 2013. Students in Colombia are
aware of the benefits of studying internationally and many of
them consider it.
2) SLOW PROMOTIONS OF COLOMBIA
 Promoting social inclusion at school can help address inequalities
and low performance. While one third of the most advantaged
students attend private secondary schools, only 5% of
disadvantaged students attend these schools.

3)TRAINING AND STAFF DEVELOPMENT OF COLOMBIA

 The mission of the Training and Professional Development unit is
to help all employees of the university to be successful in their
work both individually and collectively.
 As the higher education landscape continues to evolve, today’s
skills and practices will not adequately meet the needs of the
university community. The Talent Management, Training, and
Professional Development unit is leading the effort to
continuously improve collective performance in order ensure that
UDC remains viable and competitive as time progresses.

IV. LEADING

1) LEADER IS A SOCIAL FACILITATOR IN COLOMBIA

 Our first Leadership in Action project is based in the rural
community of Nuqui, Colombia, located in the Chocó district
between the mountainous area of Baudó and the Pacific
Ocean. With global political attention on Colombia waning,
 providing support to local leaders is ever more imperative during
the country’s ongoing peace process. Local leaders from
disadvantaged communities across the nation are invited to
participate in a collaborative programme in Nuqui, structured
around a series of hands-on workshops.
2) COLOMBIA’S PATERNALISTIC STYLE OF LEADERSHIP
 In Colombia,the use of a paternalistic style of management is
widespread in the non-Western context, it has only recently
received attention from Western scholars. in this study, we
compare the presence of a paternalistic style of management and
delegation practices across two culturally different
organizational contexts, namely Chile and the Us. We also
examine the effects of these management practices on job
satisfaction and organizational commitment in both contexts.
Results suggest that delegation of authority was more common in
the Us than in Chile, whereas paternalism was higher in Chile than
in the Us.

3)CONFRONTATION IS AVOIDED IN COLOMBIA

 Colombians often use indirect speech confrontation. The often
don’t want to let you down by saying “no” directly, so you will have
to decipher and indirect speech and read their body language to
know how things stand.
 The bilateral ceasefire between the government and the FARC-EP
brought about a significant reduction of armed confrontations.
Some areas of the country that used to suffer the effects of
constant clashes now witness a situation that has improved
significantly.
4)COMMUNICATION IS BOTTOM UP IN COLOMBIA
 Colombians can be quite expressive when making their point
heard. They are generally open about their emotions. One
typically finds that the loudest personalities dominate as multiple
tangents of conversation can be conducted at once. There are not
always intermittent moments of silence in which more timid voices
can interject.
 However, while they can be very energetic, Colombians are
sensitive listeners. They are often very attentive to their
conversation partner, allowing them to speak in full. Show them
the same respect when listening and avoid interrupting.

 Colombians are generally observed as being indirect

communicators. They rarely deliver delicate information in a
frank or blunt way. To avoid conflict or confrontation, they often
take a long-winded, roundabout approach to conveying their
messages sensitively and tactfully. Verbal and written
communication is often extensive, elaborate and verbose.
 SWOT ANALYSIS
Lucintel, a leading global management consulting and market
research firm, has analyzed the political, economic, social,
technological, legal, and environmental factors of Colombia and
has come up with a comprehensive research report, “PESTLE
Analysis of Colombia 2017.”

This report provides an analysis of Colombia’s economy from

historical, current, and future perspectives. SWOT analysis,
forecast and scenario analysis, and risk analysis of Colombia is
also included in the report. The report also includes the forecast
for Colombia’s economic growth through 2022.