This explains the failure of many improvement programs, when these are taxes unless they have been occurring organizational adjustments required to ensure its success. In many companies this has been the case for total quality programs. To achieve this integrated approach it is necessary that managers have a different vision about their role as engines of the Organization and to be proactive in their performance, also responsible for cooperation which should provide to the human resource promoting them all means necessary to confront the challenges, demands that new technology requires and ensure efficiency, productivity. Be considered, proactive managers are those who are committed to the Organization and are characterized by: inspire a shared vision in organization and deploy that vision in the same, validating as it integrates with the individual visions of the members of the company; determine business values; develop a process of strategic management to develop the action plan in order to achieve the vision and strategies, and a process of evaluation of objectives and strategic goals with emphasis on support to achieve the goals, not in setting targets arbitrarily unrelated to the vision of the company (Carrillo, 1997). The vision is set by the leaders, therefore will be achieved to the extent that they are in tune with the individual from each of the members of the Organization views. Opening a new organizational consciousness the search for permanent changes in people and organizations is one of the current concerns of the business world, which has tested varied efforts to achieve it. Thereon Garaway (1991) considers that in Venezuelan organizations: there are no incentives to invest in staff, there is a little favourable legal framework and uncertain rules of the game. On the other hand, they are the same obstacles companies: lack of vision to long-term and weaknesses in the strategies of growth, without which cannot (and should) have staff development plans.