Organizational communication does not have a specific historical reference, however it has managed to evolve from the participation of multiple disciplines that have made business communication a field strongly related to the changes that globalization and the challenges of administration in the 21st century have brought about.

Some authors affirm that organizational communication began in the 1920s with the emergence of radical political events in which public relations began to be managed; however, it must be taken into account that organizational communication goes beyond simple corporate management referring to the macro-environment of organizations. On the contrary, there are those who confirm that organizational communication has its origin in Europe under the phenomenon of the industrial revolution in which studies linked to organizational behavior began to be carried out, given from unidirectional information where senior management assigned tasks and collaborators attended to them without controversy.

The trends that arose from the specialization of work and its consequent formal organization (Henri Fayol, 1900) gave rise to the modern organization of administration (Frederick Winslow Taylor, 1914) where the functional structure by departments was derived from the postulates of the bureaucratic organization, (Maxwel, 1919) allowing communication to find new scenarios for the flow of official information of the so-called management, giving rise to what we know as downward communication.

Later in the United States, starting in the 1920s, sociology, with the support of the qualitative methods used by social psychology, expanded the horizons of the study of communication in companies. The contributions made by

Elton Mayo (1972) and the Hawthorne Effect (1927) in this scenario gave rise to the modern conception of communication in organizations, where through the postulates of the School of Human Relations, communication between collaborators and bosses was addressed, giving rise to the so-called upward communication.

During the 1940s, Abraham Maslow (1943) delved into the motivation-productivity relationship using experimental methods with control groups, where despite criticism from empiricists about the methods used in his research, he made significant contributions to communication in companies, opening the way to the communication-motivation relationship, which would later be one of the pillars of current communication in organizations (Maslow's Pyramid).

Another of the current pillars of communication in organizations comes from the contributions of Chester Barnard (1935), who through his dimensional studies of the organization as a system of cooperation between participating members, identified that each member has by nature the need to relate to his co-workers, opening the way to what we today call horizontal communication.

Subsequently, its postulates gave rise to what is known as the Systemic School, which expanded the boundaries of communication with a view towards the external audiences of the organization.

In this new conception of the organization as a system, Douglas McGregor (1960, Morin 1977, Elías 2003, Rogers 1976, Agarwala1976) through his theses on theory

Twenty years later William Ouchi") (1981), as a complement to MacGregor's postulates, through what he called theory evidenced as a system that produces tensions between its members in accordance with the purposes, benefits and control over results of the organization, which fundamentally depend on the forces of the environment on the systems and subsystems of the organization.

This scenario allows communication to explore the phenomena of the organization's external communication, giving rise to the current

American public relations. However, it would be Lawrence and Lorsch (1967) who expanded the spectrum of the organization's environment, with the multiple cyclical and occasional changes that occurred in the day-to-day life of the company, giving way to the consolidation of contingency theory, demystifying the structure of long-term planning, to impose short-term strategic planning, (Schulz 1996, Tannenbaum 1997) where communication found a new scenario for resolution. of conflicts, for negotiation and practical response to daily crises in the organization's environment.

Currently there are many trends that seek to explain the communicative phenomenon in the organization, however, the contributions made by Manuel Castells from the social structure of information and knowledge are of vital importance for the projection of this line of research, where the need to study in depth the impacts generated in the organization with the implementation of the so-called new communication and information technologies is evident, mainly in the productivity of the company, at work, in human relations and in the formation of a science of communication that can explain, from their own methods and with their own theories, the communicative phenomenon in the organization (Castells 2002, Carnoy 2002 Help 2001, Mcgrew 2001, Golblatt 2000, Perraton 2001).[6]​.

Los flujos de comunicación son tomados en cuenta a partir de la estructura comunicacional a nivel interno dentro de las organizaciones. La comunicación interna está dispuesta en cuatro formas: descendente, ascendente, diagonal y horizontal. Cada una de ellas obedece a una razón de ser, es decir, la comunicación que se da a partir de las disposiciones de la gerencia, la participación de los colaboradores en las decisiones y el flujo de información entre las unidades de la organización respectivamente.[7]​.

Aunque los primeros aportes teóricos sobre Comunicación Interna no aparecen hasta principios de la década de los 90, la práctica de la misma comienza a instalarse en las empresas a finales de los años 70 y principios de los 80. Se trataba de acciones relacionadas con el departamento de Recursos Humanos (Morales Serrano, 2001).[8]​.

Downward communication

<l>Downward communication implies the order established for the development of tasks, roles, training, guidelines, policies, etc.

Its main character is established by the nature of the organization, and it is to order. Not only from the imperative sense of who gives an order, but from the sense of organizing.

One of the main functions of downward communication is to communicate the organizational culture and the guidelines on how to comply with it.[7]​.

Upward communication

Upward communication is that which, unlike downward communication, occurs from the lowest hierarchical levels of the organization to the highest levels. This flow of communication allows employees to work proactively in making decisions and constantly participate in the creation and innovation of the organization. There are those who consider that upward communication is essential because from here we talk about constant feedback and mutual knowledge of thoughts and actions is based.

Horizontal communication

Horizontal communication is that which is established between members of the same hierarchical level. They can be between departments, groups or individually, there is no presence of authority and it serves to streamline the organizational structure.

This type of information can be obtained through meetings, reports, assemblies, etc.

Used for:

Coordinate the activities of the different employees or departments of the company.

Resolve department problems.

Make decisions in which several departments have to intervene.

Work meetings, notes, internal communications, teamwork, debates, telephone, Internet, etc. are used.

oblique communication

It is the one that can be carried out, for example, between the marketing department manager and a finance employee and that is planned in the organization. It is the need for intergroup coordination, due to an urgency on the part of the sender to obtain a response from the receiver.

Circle communication

It is a method characterized by not taking into account the hierarchical rank of the members of the organization, this allows free communication between all members, which in turn generates problems as there is no leadership during the process. Additionally, it slows down the communication process. This method is useful and used to solve complex problems in meetings.

Communication in wheel

It is a method characterized by being highly centralized. This is because a single individual monopolizes the conduct of information flows. This method is used in groups that have perfectly outlined objectives. The main disadvantage of this method is the lack of feedback, which usually generates a high number of errors during the process.

Chain communication

It is a highly hierarchical method. The information is transferred between the members with the closest hierarchies in the company, so the circle never closes. The biggest disadvantage that this method presents is that high hierarchical ranks never interact with the lowest members of the pyramid, which results in the loss of important information and employees not feeling part of the process on certain occasions.

Star communication

It is a highly centralized method. Communication is concentrated in a leader. This must be in charge of transmitting all the information to the rest of the members of the communication process. We usually find this method in those companies that have a traditional organizational model, and it is becoming less common. It is due to the problems involved in handing over all responsibility to one person and the flow of information being so centralized.

Total communication

In the opinion of José Ignacio Bel Mallén, it is that method with maximum efficiency and operability that can occur in an organization. The key to this method and what makes it perfect for any type of organization is the interconnection that it generates between all the members that are part of it, in such a way that individuals relate during the process with their peers, as well as with their subordinates and superiors. Despite being the desired model, we can see that it is utopian among organizations.[9]​.

Según Carlos Fernández Collado, se diferencian dos formas de comunicación: formal e informal.[10]​.

Formal communication

It is the form of communication that the organization expressly establishes, through protocols, manuals, regulations, etc. and that generate an entire system from start to finish directed and used by all members of the company. It defines the way in which each person should behave and how they should collect and transmit the information that circulates. This type of communication constitutes how the information should arrive according to the hierarchical level occupied by the recipient; it is when the staff has communication with a higher level than the other.

Informal communication

Informal communication flows within the organization without pre-established channels and arises from the spontaneity of employees. It is given a high level of credibility and is usually related to personal matters about individuals or groups in the organization. This type of communication is popularly known as “rumors or noises” and serves to ensure that high hierarchical levels know the personal conditions of the employees and the company environment.

In short, the study of organizational communication is increasingly booming and experience affirms that the organizations that carry it out show greater growth because complex factors are taken into account, especially human, that mediate between the behaviors and objectives, policies and goals of the organization, so that in this way there are guidelines that allow the corresponding growth of the organization. [11]​.

Analogous to social networks, in informal communication information circulates in a fragmented and decontextualized way, it is usually brief, interesting, fun, and although its veracity is doubtful, it is irresistible for those who receive it. [12]​.

It is a phenomenon of tendencies and motivations that reflect work productivity. The organizational climate consists of the perception of workers within the company, how they can or should behave and what is accepted or not accepted within it. The behavior of individuals reflects how efficient and effective they can be when performing a specific task. The way the staff acts creates the climate; Your personal characteristics are an important factor to know your job performance.

The characteristics that people reflect during their job performance are perceived directly and indirectly by other members of the organization. The climate within a company can be a factor of improvement within the groups themselves, such as leadership, the formal system, good communication and feedback on messages. There are aspects that value institutional development such as the motivation of bosses to subordinates, well-implemented technological resources and decision making.

An organization is an evident structure of interactions managed under permanent content that allows relationships and constant communication to be maintained, this is of vital importance to carry out productive processes successfully. This network of interactions is made up of a constant flow of information. That is to say, an organization is made up of processes of mutual interaction and feedback, between managers and collaborators, between the collaborators themselves and finally between collaborators and managers. At this point it is worth highlighting that the components of a system are interrelated in such a way that a change in one produces changes in the other components of the structure. Therefore, it is of great importance to maintain communication flows and interpersonal relationships that enable the entire structure to function efficiently, since this strengthens the organizational culture and in turn allows problems to be faced in a faster and more timely manner.

Uno de los grandes escenarios de la comunicación organizacional se refiere a la manera como las organizaciones se comunican con los públicos externos, para esto se deben tener en cuenta dos factores: la parte comercial y el factor público.

Commercial communication

Commercial communication includes the communicative relationships that must be established with the client, suppliers, competitors and the media.

From there arise the advertising activities of their products through the languages ​​and formats of the media: radio spots, television and film commercials, print, billboards, virtual advertisements, etc.

At the same time, a strategic agenda is established for the dissemination of messages in the different information or entertainment formats on the grids and layouts of the media, according to their tune and rating.[7]​.

Public communication

Public communication in organizations is established by obligatory relationships with the political government of the states; payment of taxes, legal technical provisions, labor regime, environmental standards, among others.

Relationships with the public called stakeholders, that is, those who are in some way involved with the organization, can condition the good name of the organization to the detriment of its productive activity.

It is important to maintain communication mechanisms with non-governmental organizations since research and development processes can be established with a view to the production of knowledge.

Consider the business relationships established by the needs of dialogue with direct competitors and with the purpose of association for the constitution of projects, strategic alliances, unions, etc.

Finally, the impact on the community must be taken into account, as a direct beneficiary of the organization's social order actions and where the impact of the organization's productive actions is established.[7]​.

Intermediate communication in the organization is that which extends to two areas already mentioned; internal and external communication. Its function is established from the relationship between the identity of the organization, its purpose and the social responsibility it has towards the people and the development of the country.

The organization defines who it is, what it does, how it does it and why. This corporate principle is communicated to its employees and its external audiences. It is not enough to announce to customers who you are if employees do not live this condition.

The corporate image, as the visibility of the social values ​​established by the organization, occurs not only in the quality parameters of the products and services to its clients, but in the coherence of life of the members of the organization with these values.

Finally, the organization not only has the responsibility to contribute to the good of society, but also to contribute to the personal growth of its employees.[7]​.

La identidad corporativa es una pieza esencial e intangible de gran valor en las organizaciones (aunque en los últimos años se ha establecido la tesis de que pasa a ser parte tangible de la organización en vista de que con el tiempo se han desarrollado modelos para su evaluación), pues esta permite enfrentar una crisis o situación de riesgo con más solidez o gestionar cambios proyectándolos exitosamente, y además te posiciona rápidamente en el mercado ya que hará que los consumidores recuerden la empresa concreta y la distingan de las demás competidoras. La comunicación juega entonces un papel fundamental para la gestión de la identidad corporativa, es mediante ésta que se configura una personalidad diversificada y se da a conocer este carácter a todos los públicos de interés.

Para Miguel Antezana, la identidad corporativa es "el conjunto de elementos empresariales, organizacionales, operacionales y de comportamiento compartidos por los miembros de una institución, que se transmiten de forma estratégica comunicacionalmente para diferenciarla de otras existentes en su entorno".[13]​.

La identidad corporativa se ha convertido con los años en un principio estratégico fundamental dentro de la gestión empresarial, de tal modo que se ha transformado en un proceso valioso, transversal y holístico dentro de una estructura organizacional consolidada y vista como un todo. Esto nos permite inferir que las empresas, como lo manifiesta Joan Costa, no se exteriorizan solamente desde lo que hacen como actividad económica, sino también desde el cómo lo hacen (know how cultural).[14]​ En este punto se ven comprometidos, inicialmente el comportamiento, los valores, las creencias, todos los aspectos culturales y los atributos que tienden a definir el carácter de una organización, generando desde allí un valor diferenciador que permite distinguir una organización del resto, conocido como cultura corporativa.

The visual identity

It is the iconic set (logo, symbol, colors), which an organization chooses to identify, represent and differentiate itself from others, so that its public remembers and recognizes it, that is, to make a visual distinction, and thus, through this set of elements, what the organization intends to transmit to its public is projected.

The corporate identity manual must include all the elements that make up the company's visual identity, as well as its rules of use.[15]​.

Managing the attributes of the organization and communication in an organization allows a company to be identified, differentiated and preferred.

The corporate image and therefore the attributes with which it is associated by its audiences, acquire substantial importance for the creation of value. The existence of a correctly managed image achieves mental positioning in the public and also allows decisions to be made that favor the constant growth of an organization.

The main points by which the internal image of an organization must be managed are: because loyalty is generated within the organization (the organization becomes a fundamental part of the worker's life), the collaborator comes to perceive the company as an organization that supports him and also where he can contribute. Through good image management you can get the best workers on the market.

Organizational communication does not have a specific historical reference, however it has managed to evolve from the participation of multiple disciplines that have made business communication a field strongly related to the changes that globalization and the challenges of administration in the 21st century have brought about.

Some authors affirm that organizational communication began in the 1920s with the emergence of radical political events in which public relations began to be managed; however, it must be taken into account that organizational communication goes beyond simple corporate management referring to the macro-environment of organizations. On the contrary, there are those who confirm that organizational communication has its origin in Europe under the phenomenon of the industrial revolution in which studies linked to organizational behavior began to be carried out, given from unidirectional information where senior management assigned tasks and collaborators attended to them without controversy.

The trends that arose from the specialization of work and its consequent formal organization (Henri Fayol, 1900) gave rise to the modern organization of administration (Frederick Winslow Taylor, 1914) where the functional structure by departments was derived from the postulates of the bureaucratic organization, (Maxwel, 1919) allowing communication to find new scenarios for the flow of official information of the so-called management, giving rise to what we know as downward communication.

Later in the United States, starting in the 1920s, sociology, with the support of the qualitative methods used by social psychology, expanded the horizons of the study of communication in companies. The contributions made by

Elton Mayo (1972) and the Hawthorne Effect (1927) in this scenario gave rise to the modern conception of communication in organizations, where through the postulates of the School of Human Relations, communication between collaborators and bosses was addressed, giving rise to the so-called upward communication.

During the 1940s, Abraham Maslow (1943) delved into the motivation-productivity relationship using experimental methods with control groups, where despite criticism from empiricists about the methods used in his research, he made significant contributions to communication in companies, opening the way to the communication-motivation relationship, which would later be one of the pillars of current communication in organizations (Maslow's Pyramid).

Another of the current pillars of communication in organizations comes from the contributions of Chester Barnard (1935), who through his dimensional studies of the organization as a system of cooperation between participating members, identified that each member has by nature the need to relate to his co-workers, opening the way to what we today call horizontal communication.

Subsequently, its postulates gave rise to what is known as the Systemic School, which expanded the boundaries of communication with a view towards the external audiences of the organization.

In this new conception of the organization as a system, Douglas McGregor (1960, Morin 1977, Elías 2003, Rogers 1976, Agarwala1976) through his theses on theory

Twenty years later William Ouchi") (1981), as a complement to MacGregor's postulates, through what he called theory evidenced as a system that produces tensions between its members in accordance with the purposes, benefits and control over results of the organization, which fundamentally depend on the forces of the environment on the systems and subsystems of the organization.

This scenario allows communication to explore the phenomena of the organization's external communication, giving rise to the current

American public relations. However, it would be Lawrence and Lorsch (1967) who expanded the spectrum of the organization's environment, with the multiple cyclical and occasional changes that occurred in the day-to-day life of the company, giving way to the consolidation of contingency theory, demystifying the structure of long-term planning, to impose short-term strategic planning, (Schulz 1996, Tannenbaum 1997) where communication found a new scenario for resolution. of conflicts, for negotiation and practical response to daily crises in the organization's environment.

Currently there are many trends that seek to explain the communicative phenomenon in the organization, however, the contributions made by Manuel Castells from the social structure of information and knowledge are of vital importance for the projection of this line of research, where the need to study in depth the impacts generated in the organization with the implementation of the so-called new communication and information technologies is evident, mainly in the productivity of the company, at work, in human relations and in the formation of a science of communication that can explain, from their own methods and with their own theories, the communicative phenomenon in the organization (Castells 2002, Carnoy 2002 Help 2001, Mcgrew 2001, Golblatt 2000, Perraton 2001).[6]​.

Los flujos de comunicación son tomados en cuenta a partir de la estructura comunicacional a nivel interno dentro de las organizaciones. La comunicación interna está dispuesta en cuatro formas: descendente, ascendente, diagonal y horizontal. Cada una de ellas obedece a una razón de ser, es decir, la comunicación que se da a partir de las disposiciones de la gerencia, la participación de los colaboradores en las decisiones y el flujo de información entre las unidades de la organización respectivamente.[7]​.

Aunque los primeros aportes teóricos sobre Comunicación Interna no aparecen hasta principios de la década de los 90, la práctica de la misma comienza a instalarse en las empresas a finales de los años 70 y principios de los 80. Se trataba de acciones relacionadas con el departamento de Recursos Humanos (Morales Serrano, 2001).[8]​.

Downward communication

<l>Downward communication implies the order established for the development of tasks, roles, training, guidelines, policies, etc.

Its main character is established by the nature of the organization, and it is to order. Not only from the imperative sense of who gives an order, but from the sense of organizing.

One of the main functions of downward communication is to communicate the organizational culture and the guidelines on how to comply with it.[7]​.

Upward communication

Upward communication is that which, unlike downward communication, occurs from the lowest hierarchical levels of the organization to the highest levels. This flow of communication allows employees to work proactively in making decisions and constantly participate in the creation and innovation of the organization. There are those who consider that upward communication is essential because from here we talk about constant feedback and mutual knowledge of thoughts and actions is based.

Horizontal communication

Horizontal communication is that which is established between members of the same hierarchical level. They can be between departments, groups or individually, there is no presence of authority and it serves to streamline the organizational structure.

This type of information can be obtained through meetings, reports, assemblies, etc.

Used for:

Coordinate the activities of the different employees or departments of the company.

Resolve department problems.

Make decisions in which several departments have to intervene.

Work meetings, notes, internal communications, teamwork, debates, telephone, Internet, etc. are used.

oblique communication

It is the one that can be carried out, for example, between the marketing department manager and a finance employee and that is planned in the organization. It is the need for intergroup coordination, due to an urgency on the part of the sender to obtain a response from the receiver.

Circle communication

It is a method characterized by not taking into account the hierarchical rank of the members of the organization, this allows free communication between all members, which in turn generates problems as there is no leadership during the process. Additionally, it slows down the communication process. This method is useful and used to solve complex problems in meetings.

Communication in wheel

It is a method characterized by being highly centralized. This is because a single individual monopolizes the conduct of information flows. This method is used in groups that have perfectly outlined objectives. The main disadvantage of this method is the lack of feedback, which usually generates a high number of errors during the process.

Chain communication

It is a highly hierarchical method. The information is transferred between the members with the closest hierarchies in the company, so the circle never closes. The biggest disadvantage that this method presents is that high hierarchical ranks never interact with the lowest members of the pyramid, which results in the loss of important information and employees not feeling part of the process on certain occasions.

Star communication

It is a highly centralized method. Communication is concentrated in a leader. This must be in charge of transmitting all the information to the rest of the members of the communication process. We usually find this method in those companies that have a traditional organizational model, and it is becoming less common. It is due to the problems involved in handing over all responsibility to one person and the flow of information being so centralized.

Total communication

In the opinion of José Ignacio Bel Mallén, it is that method with maximum efficiency and operability that can occur in an organization. The key to this method and what makes it perfect for any type of organization is the interconnection that it generates between all the members that are part of it, in such a way that individuals relate during the process with their peers, as well as with their subordinates and superiors. Despite being the desired model, we can see that it is utopian among organizations.[9]​.

Según Carlos Fernández Collado, se diferencian dos formas de comunicación: formal e informal.[10]​.

Formal communication

It is the form of communication that the organization expressly establishes, through protocols, manuals, regulations, etc. and that generate an entire system from start to finish directed and used by all members of the company. It defines the way in which each person should behave and how they should collect and transmit the information that circulates. This type of communication constitutes how the information should arrive according to the hierarchical level occupied by the recipient; it is when the staff has communication with a higher level than the other.

Informal communication

Informal communication flows within the organization without pre-established channels and arises from the spontaneity of employees. It is given a high level of credibility and is usually related to personal matters about individuals or groups in the organization. This type of communication is popularly known as “rumors or noises” and serves to ensure that high hierarchical levels know the personal conditions of the employees and the company environment.

In short, the study of organizational communication is increasingly booming and experience affirms that the organizations that carry it out show greater growth because complex factors are taken into account, especially human, that mediate between the behaviors and objectives, policies and goals of the organization, so that in this way there are guidelines that allow the corresponding growth of the organization. [11]​.

Analogous to social networks, in informal communication information circulates in a fragmented and decontextualized way, it is usually brief, interesting, fun, and although its veracity is doubtful, it is irresistible for those who receive it. [12]​.

It is a phenomenon of tendencies and motivations that reflect work productivity. The organizational climate consists of the perception of workers within the company, how they can or should behave and what is accepted or not accepted within it. The behavior of individuals reflects how efficient and effective they can be when performing a specific task. The way the staff acts creates the climate; Your personal characteristics are an important factor to know your job performance.

The characteristics that people reflect during their job performance are perceived directly and indirectly by other members of the organization. The climate within a company can be a factor of improvement within the groups themselves, such as leadership, the formal system, good communication and feedback on messages. There are aspects that value institutional development such as the motivation of bosses to subordinates, well-implemented technological resources and decision making.

An organization is an evident structure of interactions managed under permanent content that allows relationships and constant communication to be maintained, this is of vital importance to carry out productive processes successfully. This network of interactions is made up of a constant flow of information. That is to say, an organization is made up of processes of mutual interaction and feedback, between managers and collaborators, between the collaborators themselves and finally between collaborators and managers. At this point it is worth highlighting that the components of a system are interrelated in such a way that a change in one produces changes in the other components of the structure. Therefore, it is of great importance to maintain communication flows and interpersonal relationships that enable the entire structure to function efficiently, since this strengthens the organizational culture and in turn allows problems to be faced in a faster and more timely manner.

Uno de los grandes escenarios de la comunicación organizacional se refiere a la manera como las organizaciones se comunican con los públicos externos, para esto se deben tener en cuenta dos factores: la parte comercial y el factor público.

Commercial communication

Commercial communication includes the communicative relationships that must be established with the client, suppliers, competitors and the media.

From there arise the advertising activities of their products through the languages ​​and formats of the media: radio spots, television and film commercials, print, billboards, virtual advertisements, etc.

At the same time, a strategic agenda is established for the dissemination of messages in the different information or entertainment formats on the grids and layouts of the media, according to their tune and rating.[7]​.

Public communication

Public communication in organizations is established by obligatory relationships with the political government of the states; payment of taxes, legal technical provisions, labor regime, environmental standards, among others.

Relationships with the public called stakeholders, that is, those who are in some way involved with the organization, can condition the good name of the organization to the detriment of its productive activity.

It is important to maintain communication mechanisms with non-governmental organizations since research and development processes can be established with a view to the production of knowledge.

Consider the business relationships established by the needs of dialogue with direct competitors and with the purpose of association for the constitution of projects, strategic alliances, unions, etc.

Finally, the impact on the community must be taken into account, as a direct beneficiary of the organization's social order actions and where the impact of the organization's productive actions is established.[7]​.

Intermediate communication in the organization is that which extends to two areas already mentioned; internal and external communication. Its function is established from the relationship between the identity of the organization, its purpose and the social responsibility it has towards the people and the development of the country.

The organization defines who it is, what it does, how it does it and why. This corporate principle is communicated to its employees and its external audiences. It is not enough to announce to customers who you are if employees do not live this condition.

The corporate image, as the visibility of the social values ​​established by the organization, occurs not only in the quality parameters of the products and services to its clients, but in the coherence of life of the members of the organization with these values.

Finally, the organization not only has the responsibility to contribute to the good of society, but also to contribute to the personal growth of its employees.[7]​.

La identidad corporativa es una pieza esencial e intangible de gran valor en las organizaciones (aunque en los últimos años se ha establecido la tesis de que pasa a ser parte tangible de la organización en vista de que con el tiempo se han desarrollado modelos para su evaluación), pues esta permite enfrentar una crisis o situación de riesgo con más solidez o gestionar cambios proyectándolos exitosamente, y además te posiciona rápidamente en el mercado ya que hará que los consumidores recuerden la empresa concreta y la distingan de las demás competidoras. La comunicación juega entonces un papel fundamental para la gestión de la identidad corporativa, es mediante ésta que se configura una personalidad diversificada y se da a conocer este carácter a todos los públicos de interés.

Para Miguel Antezana, la identidad corporativa es "el conjunto de elementos empresariales, organizacionales, operacionales y de comportamiento compartidos por los miembros de una institución, que se transmiten de forma estratégica comunicacionalmente para diferenciarla de otras existentes en su entorno".[13]​.

La identidad corporativa se ha convertido con los años en un principio estratégico fundamental dentro de la gestión empresarial, de tal modo que se ha transformado en un proceso valioso, transversal y holístico dentro de una estructura organizacional consolidada y vista como un todo. Esto nos permite inferir que las empresas, como lo manifiesta Joan Costa, no se exteriorizan solamente desde lo que hacen como actividad económica, sino también desde el cómo lo hacen (know how cultural).[14]​ En este punto se ven comprometidos, inicialmente el comportamiento, los valores, las creencias, todos los aspectos culturales y los atributos que tienden a definir el carácter de una organización, generando desde allí un valor diferenciador que permite distinguir una organización del resto, conocido como cultura corporativa.

The visual identity

It is the iconic set (logo, symbol, colors), which an organization chooses to identify, represent and differentiate itself from others, so that its public remembers and recognizes it, that is, to make a visual distinction, and thus, through this set of elements, what the organization intends to transmit to its public is projected.

The corporate identity manual must include all the elements that make up the company's visual identity, as well as its rules of use.[15]​.

Managing the attributes of the organization and communication in an organization allows a company to be identified, differentiated and preferred.

The corporate image and therefore the attributes with which it is associated by its audiences, acquire substantial importance for the creation of value. The existence of a correctly managed image achieves mental positioning in the public and also allows decisions to be made that favor the constant growth of an organization.

The main points by which the internal image of an organization must be managed are: because loyalty is generated within the organization (the organization becomes a fundamental part of the worker's life), the collaborator comes to perceive the company as an organization that supports him and also where he can contribute. Through good image management you can get the best workers on the market.