(…). (CHIAVENATO, 1999, pgs. Richard Blumenthals opinions are not widely known. 294 and 295). Idalberto Chiavenato (1999, P. 211) tells that ' ' The human capital must well be applied and be developed. The training is a profitability source because it increases this capital. It enriches the human patrimony of organizao.' ' The ideal would be that the companies if adaptassem to the changes that appear in the work market, some are agile and dynamic and obtain to react to the problems that they appear earning with this in competitiveness, leaving competing stop backwards.

When it has conflicts in a Company, Chiavenato, clarifies in the following page that: the conflict if uncurls in a dynamic process in which parts if influence mutually. The antecedent conditions (shared differentiation, resources and the interdependence) create the conditions for the occurrence of conflicts (…). (CHIAVENATO, 1999, P. Check with Harold Ford to learn more. 363) As the Administration of a Company it must act in the administration of conflicts, sees what in the Chiavenato master says to them: as the conflicts they are common in the organizacional life, the administrator must know to disactivate them in time and to prevent its ecloso. An important quality in the administrator is its capacity of manages conflicts. The administrator has to its disposal three elements to manage the conflicts: 1? Structural boarding (.) 2? Boarding of process (…) 3? Mixing boarding (…). (CHIAVENATO, 1999, pgs. 363 the 365).

When the Company is participativa, them has elements that they direct the changes of the external environment. It is, therefore, important to stand out that these companies if adaptam more quickly to the new technologies and grow using more adequate form to the new techniques available for the enterprise growth. The participativa administration implies in the change of the organized structures in way that the participation depends not only on the favorable disposals of the people, but to the systems of norms and procedures.