The first question answered the paradigm of quality and organizational productivity, emphasizing the degree of consumer satisfaction (quality) with low prices (productivity). The second question, based on the previous one, gives way to model organizational flexibility, and that of quality and productivity sparked more competition than there was to be counteracted by the extension and variation of products (flexibility), to develop this as a competitive advantage and, finally, the third question, it follows the model of organizational agility means responding to market faster than competitors. The lesson to be derived is that none of the models must be sacrificed, because it is the harmonious blend of these that will ensure an advantage over competitors.

Currently, management is facing new challenges, where the state is a major player for their survival, operation, coupled with changes in addition to those arising from technology, new product introductions, the advancement of management science and new tools, models have been derived from competition, forcing the manager to achieve a good performance, are trained, have a different view to the mainstream, is a true strategist, pass-over marketing plans efficient, creative, innovative, able to interpret the changes and address them all properly, taking into account factors such as globalization, new standards and technical standards that must be met (ISO 9000 and Environmental Protection standards, for example), technological change and the business impact of new information technologies and communication, it posed to small businesses the need to adopt new and appropriate management models to counter uncertainty. However, as already mentioned, there is no single model for successfully managing to enjoy a wide acceptance, making it impossible to think of a recipe for managing uncertainty, which often involves the selection of alternatives sometimes exclusive or not fully satisfy those who take management decisions. . By the same author: Petra Diamonds.