As part of this is known, therefore, that the acquisition of technology is not perceived as a long and complex, domain-driven technology by the enterprise and which involves, among other things, the negotiation with the supplier to achieve an agreement within this latter goal can be achieved to the greatest extent possible. Contrary to the above, it seems understood that the acquisition of technology, essentially amounts to an act which is of the same characteristics of that which is purchased by a commodity like any other definitely the biggest weakness of the Venezuelan companies is that have not been identified the relevance and importance of technology training needs, or information, or its competitive strength and the requirements they need to successfully face a more competitive environment.
In other words, the managers of the country does not seem to be aware of the importance of human capital to compete successfully and the importance of building alliances and acquire new technologies both managerial and production. The empirical evidence suggests that Venezuelan companies have not addressed the amendment of its organizational structures and management schemes in order to respond successfully to new situations arising from the changing environment. It has been determined in terms of organizational structure in relation to the presence of units or functional departments, which over half has a quality control unit, while there are few companies that have formalized their organization unit engineering and design, let alone, a research and development. Similarly, most companies are, essentially, a style of organization and management “traditional.” This is evident when analyzing the characteristics of the incentive structure and decision-making in the company. As for the incentive structure, the discipline of the worker is, by far, the quality preferred by managers, not creativity or innovative behavior.
The analysis of the issue of job security as an incentive, central to the formation of worker motivation, indicates that the Venezuelan manufacturing company is not a high priority to ensure the continuity of employment to their workers, particularly of its workers. Both features of the incentive structure expressed a traditional view of the organization and management. Similarly, ways of coordinating, decision making and information flows, indicate an organization’s management style and highly hierarchical and departmentalized. Poor access to key information (strategies, employees, workers) and also the supremacy of the departmental criteria decision making inherent in the learning process, are elements that indicate the existence of a hierarchical organization where power is departmentalized highly concentrated in the upper echelons of the organization. Finally, in relation to the theme of learning, it is known that the main ways of acquiring knowledge in Venezuelan manufacturing firms are: training for more experienced people in office and the informal style training. This suggests that companies, mostly limited to manage the knowledge they have, without making further efforts to seek information and knowledge in the environment, which would allow them to compare supplement and enrich their own knowledge base..