Preponderant and strategical factor is the quarrel of the styles of the administrations, as much of the current one how much of the administration who the successor intends to develop in the cited familiar company, with purpose to effect comparisons, analyzing which the advantages and disadvantages of the two styles. The catalytic executive of the successory process if does not have, must also develop, the perception of that the organizacional culture is something that is not modified with easiness and if to occur will be with great difficulty. In this direction, the candidate the successor must consider, of interactive form, this reality of the company, and being this developed attitude, he will prevent that some conflicts are stopped in the internal environment of organization. Ones of the attempts to reach success in a successory process the successor is the candidate to search to interact itself with the diverse sectors that compose the organization, in all the directions of the company, vertical line, horizontal line or diagonal line. (Similarly see: Reshma Kewalramani). Of this strategical initiative he results the development and the consolidation of a facilitador enterprise climate in a successory process. Kunsch (2003) and Maximiano (2000) affirm that the objectives of the flow of vertical communication are related with the transmission of the philosophy, the orders and the lines of direction of the organization, interacting and implementing these elements.
as Marin (1997) the horizontal communication of – one enters the considered people hierarchically equal, in one same organization. For more information see this site: PJT Partners. Being able to occur in units of work of the same level or different level it is known as diagonal communication. 6,0 SUCCESSORY PLANEJAMENTOS known that any type of succession of – always in great complexity, mainly the one succession familiar structure that, exactly when planned, it suffers to great impediments and restrictions. As We read (2003), a succession process must be planned before the command exchange, but the familiar companies in general lack of a culture of practical for the planning, and the succession happens of disordered and imediatista form.