- Objectives: In space-time you want to achieve something, those desired points are the objectives. Goals: They are the qualified objectives. For example: objective: to grow; goal: x% (how much), by 7/95 (when).
When an entrepreneur clearly establishes his obj. and goals he has a big problem: he has clearly transmitted his instructions and has made and generated commitments to his subordinates.
- Leadership: It is continuous learning. They must feel what is to come, accepting the unknown as a routine, considering small mistakes as something natural, looking for positive answers to the difficult, with the premise that you must continually learn and learn. Types of leadership: (5)
-Autocratic leadership: Point, order, punish.
-Paternalistic leadership: Equal autocrat, justifies action, benefits the other.
-Leadership leadership: act little, do not assume.
-Democratic leadership: trust the group, guide, give opinions and ask for them.
-Situational leadership: mature groups without a fixed leader.
- Power: Having power means having resources, but these have the value to satisfy needs. You need the minimum existence of two people. There are different types: (7)
- Coercive Power: Authoritarian or paternalistic leader. It is based on fear. Comply for fear of punishment.
- Power Connection: Used by almost all leaders. Connections of the leader with influential people in the org. Non-compliance implies not having the ok. of the powerful connection.
- Expert Power: Based on experience to facilitate job compliance. Respect for the leader's experience leads to compliance.
- Power Information: Without inf. there is no leadership. The power is in the inf. because others need it for wanting to be up to date.
- Legitimate Power: The rest feel that they have a right backed by the power legitimized by the position. The higher I am, the more example I am.
-Reference Power: Based on the leader's personal characteristics, he is admired, esteemed, etc. this identification influences the followers.
-Power of Knowledge: It is based on knowledge and above all on that which is advanced. This power needs that of Inf.
- Planning: Process by which the org. define their obj. (what they want to achieve), their goals (when and how much) and their strategies (how), that is, the different options to achieve the obj.
Variables involved: political, structural or adm subsystem, decision-making and operational.
Each of these is linked differently with the following variables:
- Fn. basic plan. '
- Relationship with the context.
- Relationship with resources.
- Character and frequency.
- Relationship with the rdo. it produces.
- Linking with the sist. org.
- Strategic business planning (PEN): The strategic produces an important impact, whether positive or negative. It has like fns. basic the determination of obj., goals and gdes. strategies; is in charge of solving unknowns. They are his fns.:
- Detect threats and opportunities.
- Define strengths and weaknesses of the organizational structure that we are analyzing.
- Define competitive advantages and disadvantages.
Strategic planning consists of detecting which are the variables that in a positive or negative way can influence the search for the obj. desired.
- Tactical Plan (PT): Formal process by which the org. they assign resources to the strategic business units so that with those resources the obj can achieve. desired in the strategic plan. As observed, the input of (PT) is (PEN). Operational planning (PO): It has the function of executing action plans, uses the resources that the (PE) had committed and that the (PT) assigned. It is short-term and continuous. Output: Procedure or action of the org.
The political subsystem is direct // related to the (PEN) because it is a mechanism in charge of defining obj. and to set goals in the org.
The administrative subsystem is direct // related to the (PT) because the subs.adm. it is the mechanism to elaborate the valid decision alternatives to achieve the obj. This is where the different action plans are drawn up. Receives as input of the sist. to the obj. and the goals elaborated in the (PEN). The output are the different alternatives of action.
The decision subsystem is direct // related to the (PT) because this is the mechanism in charge of making the decisions; under some decision criteria the most convenient alternative will be chosen. Input: different alternatives elaborated in the subs.adm. Output: Order issued to operate the operating system, that is, we prepare alternatives and choose the most convenient ones.
The operating subsystem is direct // related to the (PO) because both carry the most difficult task: GETTING ACTION to what was planned.
Strategic management: Thinking of managing org. using the (PEN) method in a circular and continuous way, incorporating diagnostic tools to determine and control the relationship of the company with the strategic variables (determination, analysis and control) of the changing scenario where it carries out its activity.
- Foresight does not guarantee the future, it only brings us closer to it. Scenario: A set of variables that for that situation have a level of value and a degree of occurrence. In another position, these variables may have a different impact level or a different probability of occurrence (simple statistic, it may be high or low).If the impact generates a positive effect, it will be an opportunity that the future will demand of us and that we should take advantage of if we have some strength in our business structure. Structure:Human networks that are related in an org. in order to establish objectives, goals, develop strategies and influence with their action in the environment that surrounds it. The organizational structure is in continuous change which makes the structure adapt and transform to subsist through time, those that do not adapt their structural systems will disappear in time. Dynamic Structure: In addition to the above, they must be flexible and malleable like clay, different shapes are created that, although desired, cannot be repeated.
This is related to "The division of labor into operational tasks." The division of labor is a process that accompanies all org. in their growth or expansion of activities.
- Division of tasks:
- Administrative: They work with information.
- Operations: They work on realities.
Reality must be equivalent to theory.
Operational Tasks Division: DEPARTMENTALIZE
Delegation of administrative tasks:
Business organization manuals:
- LINEAR AUTHORITY: The classic, vertical authority, or that is transferred from superiors to subordinates and that makes clear the hierarchical location of individuals in the org. FUNCTIONAL AUTHORITY: The subordinate receives formal orders or influences from two positions or fns. different superiors. ADVISOR AUTHORITY: Power of influence that a person or group exercises over a job, the person or group does not decide who does it. STAFF: He is an adviser to the line. It can be an individual or a unit. It has no authority over the line.
Delegate: Process from which one person transfers one or more tasks to another, assigning at the same time the responsibility for efficiency and operability that the fn. it demands, as well as the authority and the necessary means for the person to comply. The delegate remains responsible to her superior for the efficiency and operability of what her subordinate does. When delegated, the responsibility remains: to control, review, record and define what is delegated.
The transition from the idea of partial responsibility to full responsibility generates the need to rethink the traditional schemes of delegation, line authority, staff and functional authority.
- Decentralize: Delegating decision making. Centralize: Departmentalize: Group activities homogeneously. Obj: that the company is structured in apartments. or subs. minors to operate efficiently.
THE COMPANY WITHIN A DYNAMIC NETWORK OF VARIABLES:
MACROAMBIENT
The other competitors:
-Substitutes: Those prod. that fulfill the same purpose. In most cases the substitution occurs through "mixes" of technology and commercialization. (butter and margarine, milk / sachet and milk / bottle). Also those that although they do not replace total // the prod. they take over from consumers. (electric piano and acoustic piano).
-Potential competitors: Companies that can enter the sector. This threat can be evaluated in fn. of the entry barriers that are in the sector. The barriers to entry are factors that factors that decrease the attraction can have a sector for other companies wishing to enter (identification with existing brand loyalty consumer occupation of distribution channels by competitors in the sector, etc)
Difference between potentials and substitutes: Potenc. enter the sector c / a prod. or similar service o =.
- Buyers: They are a competitive force because they threaten or influence the profitability of the company in many situations (forcing low prices, superior quality, higher services, inciting competition).
- Suppliers: They exercise bargaining power over the participating companies, threatening to raise prices. or reduce quality in the prod. or serv.
The concept of expanded company considers prov. and to buyers as systems with which it interacts and cooperates by sharing possible communication and information channels. Dynamic structures must take this into account.
ENTRY AND EXIT BARRIERS:
- OF ENTRY: They are considered as elements of the hard type or associated with hard investments (capital requirements, equipment, machines, etc). The new concept of barriers to entry is soft, investments in human resources, marketing, serv. to the client, etc. These barriers are dynamic because they feed back and produce improvements and increases over the existing ones.
- DEPARTURE: Elements that make it difficult for a company to abandon a certain industrial sector. Static barriers to entry can become barriers to exit because the equipment that I bought and are no longer useful will entail economic damage, stop using the not yet amortized or have to buy new ones.
Currently it is about having a minimum of hard and a maximum possible of soft.
DEMAND ATTITUDINAL MATRIX:
2 x 2 matrix where consumer perception is represented in relation to their needs but in fn. of the attitudinal characteristics that it takes as a reference in the choice that can satisfy it. Take as example two gdes, attitudinal segments and two levels of discrimination of the degree of preference towards the specifications.
-Attitudinal segments: They range from a functional attitude c / relation to the need and the products. up to a suprafunctional attitude that favors aesthetic factors in relation to the need and the products, and for its part in relation to the discrimination of the specifications.
- Segments referring to the specifications: They range from high specifications in relation to the different products, both those aimed at covering functional and supra-functional needs; even the low specifications referring to them.
To finish with the description of the environmental factors that affect the company, we must consider the national and international contexts which can be subdivided into:
-Political-legal: Variables: laws, syst. of gob., etc.
-Technological: Many companies disappeared for not adapting to technological changes.
-Social-cultural: Many companies survive or prosper thanks to a good interpretation of the evolution of variables such as fashion, customs, or ways of life.
-Economic: investment, savings, consumption, inflation, etc. they are variables that must be taken into account.
THE MOST IMPORTANT THING IS TO TRY TO PERCEIVE HOW ALL CONTEXTS, SUBCONTEXTS AND VARIABLES INTERACT WITH EACH OTHER
COMMUNICATION:
- Information: Produce and transmit a message.
-Communication: Distribution, sharing, dialogue. Communicating is changing.
Traditional point of view: sender, receiver, channel, message, noise… (linear processes)
Upon receiving a message, we issue another. This feed-back allows us the progressive and permanent correction of the communication and therefore, the restructuring of the system in a dynamic way. In this way, they are no longer single // linear processes.
COMMUNICATION AND PERCEPTION: When we incorporate the understanding of the perception phenomenon into the communications scheme, we realize that the messages emitted (encoded) will be received (decoded) according to what the receiver perceives, with which the feed-back process will be “triggered "Not because of what the" objective // "emitter emits but because of what the" subjective // "receiver receives. So the perception of those who will receive us is fundamental. messages.
'60s and' 70s: Strategic planning was too closely associated with the concept of formalizing strategies. But it couldn't be implemented. The strategy was said but not done.
'80: Models were developed for the implementation of strategies, these pointed to action, to concrete facts. The key to implementation seemed to be culture.
UPDATE: The focus has changed towards the formation of the strategy (it is a permanent and dynamic process). This implies that the strategy is formed in the No. 1 of the company and this, once "agreed", communicates it to the rest of the org.
Structure, Culture and Strategy influence each other.
Although the number 1 of the company defines a strategic approach and from here a strategy is formed that will influence the Culture and Structure of the company, these two (in turn) will influence each other // and will even make the strategy it works or not.
“RESTRUCTURING BUSINESSES” ROBERTO SERRA, EDUARDO KASTIKA.
MACCHI EDITIONS.
"ADMINISTRATION AND STRATEGY" ROBERTO SERRA, EDUARDO KASTIKA AND JORGE HERMIDA. MACCHI EDITIONS.
"RE-CREATING ENTERPRISES" MALFITANO CAYUELA. INTEROCEANIC EDITIONS.
"MANAGEMENT AND STRATEGIC PLANNING" JEAN-PAUL SALLENAVE. NORMA EDITORIAL GROUP.
"A BUSINESS PLANNING CONCEPT" RUSSELL ACKOFF. LIMUSA NORIEGA EDITORES.
CONCEPTS:
- Integration crisis: review, reorganize what we have. Breakdown Crisis: fundamental things change. More variables are incorporated. Variables that determine the size of the company:
- Number of employees (small, primary or secondary group). (group conformation).
- Volume of operations (complexity and quantity).
- Technological level (type of activities).
- Capital.
- Division of tasks: divide them into ADMINISTRATIVE (they work with information) and OPERATIONAL (they work on realities). This is a "Primitive Specialization". Specialization: it is intimate // linked with Departmentalization. Departmentalization: I have a conj. homework and a conj. of people. I assign a task to u / u (division of labor). Homogeneous tasks are grouped, there are different criteria to departmentalize but always having as obj. that the company is structured in apartments. or subs. minors to operate efficiently. Divisionalization: departmentalization with obj. functional // self-employed. Same company, different divisions (cars, trucks). Delegation: it has to do with the "package" a person gives one task to another + the responsibility for efficiency and operability that the fn. it demands, as well as the authority and the necessary means for the person to comply. The delegate remains responsible to his superior for the efficiency and operability of what his subordinate does. When delegated, the responsibility remains: to control, review, record and define what is delegated.
- Entrepreneurship: (holding) legal // is a company but in reality they are different autonomous and independent companies, regardless of who has the capital. Planning: Projecting the future is "early decision making"; what I want to be in the future and how I am going to get to that state. Decentralize: delegate decision making. In decentralization there is delegation of routines, norms and procedures. I can delegate all the tasks, but the decisions that have to be made go beyond me, which implies decentralizing some or many decision-making. I cannot decentralize the goals because they are at No. 1. Yes, the policies (plans') and the programs. If both are decentralized, there is TOTAL DECENTRALIZATION, if only the programs are decentralized, there is PARTIAL DECENTRALIZATION. (see) Centralization: concentrate decision making. Diachronic: it has to do with the dynamic. Responsibility: it is above all.
- Authority: it is exercised over the immediate inferior. Control: answering what was planned vs. what was accomplished.
- Objectives: In space-time you want to achieve something, those desired points are the objectives. They are never delegated. Goals: They are the qualified objectives. For example: objective: to grow; goal: x% (how much), by 7/95 (when). I can negotiate them. Programs: it is related to operations. How the resources will be used
STRUCTURAL SUBSYSTEM: With the growth of companies, the structural subsystem changes because the structure must be modified to grow.
COMMUNICATIONAL PROCESS:
- Traditional: language as an instrument. (it brings inconveniences in the relation ideas-action)
- relational: commitment that language use generates in people.
Communication links ideas-execution-action within an interpretative framework.
ORGANIZATIONS: They are created through a communication network that engages people to carry out coordinated actions aimed at achieving objectives and goals (political system).
Using language implies creating structures of ideas, etc. that derive in other ideas, etc., this implies a RECURRING ACTION. There is simultaneous // a framework of assumptions (which is supported by the interpretative) called LISTENING BACKGROUND.
COMMUNICATION: Language
COMMUNICATIONAL PROCESS: Its substance is the process of information.
Concepts that affect:
- Domain: knowledge that a person has about their task.
- Communication: made up of the language and the commitments that its use generates.
- Conversations for action: derived from the communications network linked to linguistic acts and the commitments that their use generates.
- Background of listening: conversational process, creates a framework of interpretations and practice.
The administration conceived from the new concepts of language will involve a creative + action and efficiency will be achieved with less stress.
ACTIONS: what is doing?
Action: Set of decisions that make up the planning and programming aimed at achieving goals and "doing" as an isolated executable event. The action of communicating is carried out to coordinate actions that we carry out through the use of language.
THE COMMITMENT IS GENERATED WHEN THERE IS AN ACCEPTANCE OF THE ORDERS THAT ARE MADE.
LANGUAGE:
- traditional: the transmission of information is sufficient for things to be done.
- commitment: generated by acts of speech, language is used in a coordinated way to do interlocking activities together.
STRUCTURAL DYNAMICS:
GREINER:
The world's external opportunities determine the company's strategy, which in turn determines its organizational structure.
5 dimensions (phases) for the development model for an org.:
1- Age of the org. (essential dimension)
2- Size of the org. (size or level of acts.)
3- Degrees of evolution. (integration)
4- Degrees of revolution. (breaking off)
5- Degree of growth of the industry (speed with which 3 and 4 occur has to do with the environment).
Between each phase there is a crisis or degree of revolution that marks a point of no return. Among the crises are the degrees of evolution. (Structural influences that end up requiring adaptations to a new organizational reality. Consider organizations in a diachronic way analyzing their evolution the variables of behavior (resistance to change).
Evolutionary: Administrative management is for growth.
Revolutionary: Administrative management must be resolved before growth can continue.
Each phase is both an effect of the previous phase and a cause for the next.
SEMANTIC ASPECTS: it does not give great importance but neither ambiguities nor polysemy are observed.
METHODOLOGICAL ASPECTS: Diachronic theory and search for variables that intervene dynamics // in the process.
CONSIDERED STRUCTURE VARIABLES: (5)
Age of the org., Size of the org., Degrees of evolution, degrees of revolution, degree of growth of the industry.
GO AHEAD:
For DALE the problems in the structures that are presented are:
- Division of labor and formulation of objectives.
- Delegation of responsibility and adjustment of individuals to the org.
- Delegation of + fns. Administrative: Scope of control.
SEMANTIC ASPECTS: = that GREINER.
METHODOLOGICAL ASPECTS: Diachronic model with <precision. Sometimes he mixes evolution with revolution (periods 4 and 5).
STRUCTURE VARIABLES CONSIDERED: Size of the org., Number of members, times when problems arise, types of problems:
types of problems:
- formulation of obj. and division of labor.
- delegation of responsibilities.
- increasing delegation (scope of control).
- excess load on the leader.
- staff.
- coordination of fns.
- decentralization.
HALL:
It contemplated: size, complexity and formalization.
Size variable: It is considered synchronously (static) and then in diachronic form (dynamic). Rdo.: growth tends to upset the balance of the org.
His reference to the stages of growth resemble GREINER or DALE's levels of problematization. It also assigns importance to the variables of the context in their level of influence on the structure.
Variable complexity: For HALL it is formed by: * horizontal differentiation (departmentalization) * vertical differentiation (delegation and decentralization) * spatial dispersion (it can act with the previous 2 and even be an effect of these.> Geographical dispersion,> complexity).
Variable formalization: It is the organizational technique of prescribing how, when and who should carry out the tasks. Its º is seen in the concentration of power and therefore in the centralization of decisions, on the members acts reducing their personal initiative.
SEMANTIC ASPECTS: It is very rigorous, semantic precision.
METHODOLOGICAL ASPECTS: Explains level of influence and behavior and human behavior within the org. Diachronic conception (for specific aspects the synchronous is not ruled out).
CONSIDERED STRUCTURE VARIABLES: Size, complexity and formalization. And although it does not include context and behavior.
THEORY OF ORGANIZATIONAL STRUCTURE:
Explanatory and descriptive theory of the structure of the org., That contemplates dynamics // to all its stages.
SEMANTIC AND METHODOLOGICAL ASPECTS: The structure is considered as a set. of relationships between the different components that support it. The analysis will be diachronic, that is, it will accompany the object in its º of evolution and exchange with the context. The different variables are linked to each other.
The framework that surrounds THE THEORY OF ORGANIZATIONAL STRUCTURE includes three levels:
1) Analysis of the influence of context on structural variables.
2) Structural analysis. Analysis of the relationships between goals and resources with group size and composition.
3) Propositional analysis. Analysis of the relations between the structural propositions with the sist. of acts. and the different alternatives of individual and group behavior of the org.
GOAL NETWORK:
Three basic alternatives emerge:
1) That the resources are reinvested in the org. with the obj. to make it grow.
2) That they are not reinvested and distributed among the members. The org. does not grow.
3) That one part is distributed and the other is reinvested. The org. It grows slowly and controlled.
According to the influences of the environment, the org. They may or may not need to grow to survive.
1) and 3) quantitative variables.
Bibliography:
- «Administration and Strategy» by Eduardo Kastika «Recreating Companies» from Cayuela «The Fifth Discipline» Peter Senge
