Throughout our lives, on at least one occasion we have heard this word mentioned to designate an important person, with authority, a specialist in the respective area. But really, what does the word guru mean ?, and why will it be necessary to meet the administration gurus ?, the answers to these types of questions could be answered in the following way:
studying-the-gurus-of-the-administrationIt is necessary to know the people who contributed different perspectives to the administration, because this will help us to better understand its nature and how it can be exercised with greater skill, which theories would work best in organizations, depending on the size or type of workers it has, based on their experience, studies and research. On the other hand, the word guru comes from the Sanskrit gurus and means "teacher". The term began to be used in Hinduism to name the religious head or spiritual master. Over time, its meaning was extended to popular language to refer to that which is recognized as an intellectual authority or is considered a spiritual guide. It is then that it is clear to us why reviewing the contributions of the administration gurus is so important,since they have been the "teachers" in their field.
As we know the organizations and the ideas concerning the way of directing have been known since ancient times. The documents of ancient China and Greece show interest in the good coordination and direction of public companies. Neither the Great Wall nor the Parthenon would have been built without planning, organizing, directing, and controlling. The Greeks and Romans also managed to adequately direct a wide range of collective activities, such as military adventures, public works, and court systems.
The industrial revolution in England in the eighteenth and nineteenth centuries offers more recent testimony to the exercise of administration. Also that time has left documents on the interest by the administration. Charles Babbage, for example, wrote about the need for systematic study and standardization of work operations in order to improve productivity. (Babbage, 1832)
But before the 20th century, the legacy of the exercise of administration is much more abundant than that of administrative thought. A historian points out that the lack of works dedicated to the subject during the Industrial Revolution reflects that the administration was not recognized as a "technology" or a set of communicable and learnable skills. (Pollard, 1965). However, a set of works dedicated to the administration began to take shape in the early twentieth century.
As we know, each school or theory of Administration had its maximum exponents, who made great contributions throughout their lives, through published books, applied experiments, and even building innovative machines for their time. For this reason, at least one maximum exponent from each school will be described in this article.
We will start with the School of Scientific Administration:
Frederick Winslow Taylor (1856-1912)
He dropped out of college and started as an apprentice modeler and machinist in 1875, entered the Midvale Steel Works in Philadelphia as a machinist in 1878, and rose to the position of chief engineer after earning a degree in engineering studying at night. He invented high-speed tools for cutting steel, and for most of his life he was a consulting engineer. Taylor is known as generally
as "the father of scientific administration". No other person has likely had a greater impact on the initial development of the administration.
His experiences as an apprentice, common employee, foreman, mechanical teacher, and chief engineer of a steel company gave him the opportunity to gain first-hand knowledge of the problems and attitudes of workers and to see great opportunities to improve the quality of administration. Taylor's patents for high-speed steel cutting tools and other inventions, as well as his initial job as an engineering consultant, made him so wealthy that he retired in 1901, at the age of 45, and spent the remaining 14 years of his life as an unpaid consultant and as a lecturer who spread his ideas about scientific administration.
His main interest was to increase productivity through greater production efficiency and better pay for workers by applying the scientific method. Its principles emphasized the use of science, the creation of group harmony and cooperation, the achievement of maximum production and the development of workers.
His main works are Shop Managmente (1903), Principles of Scientific Managment (1911), Testimony before the Special House Committee (1912).
Henry L. Gantt (1861-1919)
He was a mechanical engineer like Taylor, he also joined the Midvale Steel Company in 1887. He was with Taylor in various positions for him until 1901, when he founded his own firm of engineering consultants. Although he strongly supported Taylor's ideas and did a lot of work as a consultant on scientific worker selection and bonus incentive development, he was much more cautious than Taylor in selling and installing his scientific management methods. Like Taylor, he stressed the need to develop a mutuality of interests between management and workers, "harmonious cooperation." In doing this, he stressed the importance of teaching,to develop an understanding of systems by both the workers and the management and to appreciate that "in all problems of administration, the human element is the most important". He always stressed the need for training. Gantt is likely best known for inventing graphical methods to describe plans and enable better administrative control. He stressed the importance of time, as well as cost, in planning and controlling work. This eventually led to the famous Gantt chart, which is widely used today and was the forerunner of modern techniques such as PERT (program evaluation and review technique), being considered by some social historians as the most important social invention of the 20th century.He always stressed the need for training. Gantt is likely best known for inventing graphical methods to describe plans and enable better administrative control. He stressed the importance of time, as well as cost, in planning and controlling work. This eventually led to the famous Gantt chart, which is widely used today and was the forerunner of modern techniques such as PERT (program evaluation and review technique), being considered by some social historians as the most important social invention of the 20th century.He always stressed the need for training. Gantt is likely best known for inventing graphical methods to describe plans and enable better administrative control. He stressed the importance of time, as well as cost, in planning and controlling work. This eventually led to the famous Gantt chart, which is widely used today and was the forerunner of modern techniques such as PERT (program evaluation and review technique), being considered by some social historians as the most important social invention of the 20th century.This eventually led to the famous Gantt chart, which is widely used today and was the forerunner of modern techniques such as PERT (program evaluation and review technique), being considered by some social historians as the most important social invention of the 20th century.This eventually led to the famous Gantt chart, which is widely used today and was the forerunner of modern techniques such as PERT (program evaluation and review technique), being considered by some social historians as the most important social invention of the 20th century.
Frank and Lilian Gilbreth (1868-1924) (1878-1972)
The famous husband and wife team strongly supported and helped develop Taylor's ideas. Frank Gilbreth dropped out of college to become a bricklayer at age 17 in 1885; He was promoted to the position of chief superintendent of a construction firm 10 years later and became an independent contractor a little later. During this period, and quite independently of Taylor's work, he became interested in wasted movements at work; By reducing the number of bricklaying moves from 18 to 5, it made it possible to double a bricklayer's productivity without much effort. His construction firm became a consultant on improving human productivity. After meeting Taylor in 1907, she combined her ideas with his to put scientific management into practice.Lilian was one of the first industrial psychologists and received her doctorate in 1915, while Frank concentrated on time and movement studies, she did so on the human aspects of work and on understanding the personality and needs of workers. After the sudden death of her husband, Lilian continued to lead the consultancy and was hailed as "the first lady of the administration" throughout her long life. Lilian Gilbreth's interest in the human aspects of the job and her husband's interest in efficiency led to a rare combination of talents. Therefore, it is not surprising that Fran Gilbreth insisted that, in applying the principles of scientific management, it is necessary to consider workers first and understand their personality and needs.The Gilbreth husbands concluded that it is not the monotony of work that is the cause of so much job dissatisfaction, but rather the lack of concern shown by management for workers.
Hugo Münsterberg (1846-1919)
Recognized as the father of industrial psychology, Hugo studied psychology and received his doctorate from Leipzing University in 1885. In 1910 his interest turned to the application of industry psychology, where he saw the importance of applying the new movement of scientific administration. In his work entitled Psychology and Industrial Efficiency, Münsterberg made it clear that his objectives were to discover how to find people whose mental qualities make them more suitable for the job they are going to do, as well as obtaining the psychological conditions where production can be obtained. highest and most satisfying for each employee, and how a business can influence workers to achieve the best possible results from them. Like Taylor,He was interested in the common interests of managers and workers. He emphasized that his focus was on workers and that through him he hoped to reduce his working time, increase wages and raise his "standard of living".
Continuing with the order, now we will see the maximum exponent of the Empirical School of Administration:
Peter F. Drucker (1886-1961)
The late Peter Drucker was one of the most influential thinkers in the administration. During his 60-year career, he wrote 39 books and consulted executives of major companies; however, his interests were not restricted to understanding managerial issues, but extended to Japanese art and European history, and his focus was on making workers more productive. Popularized Management by Objectives (APO) in
his classic book The Practice of Management, where he stressed the importance of having a clear purpose and setting verifiable goals. This means that the objectives are verifiable when at the end of the period it can be verified if the objective was met. In 1943 he studied GM's organizational structure that resulted in the book The Concept of the Corporation. Drucker believed that employees are the organization's most valuable asset and that decision-making should be taken to the lowest possible levels in the hierarchy. Long before it was generally recognized, Drucker popularized the notion of the knowledge worker and the special factors for managing it.
Now we will see an exponent who appeared in two Schools, both Environmental and Humanist, I think we already know who we are talking about:
Elton Mayo (1880-1949)
This Australian professor, who is considered the founder of the human relations movement in industry, took a totally different point of view to solve problems when he went to the Western Electric Company plant in Hawthorne, Illinois. The studies lasted for many years in the 1920s and 1930s, including various working groups that carried out different tasks. The idea that if an experimental group receives a lot of attention it will produce a higher degree of morale, was called the "Hawthorne effect". Mayo's work sought to demonstrate that the problem of abstention, mobility, moral bullet and low efficiency is reduced to the problem of knowing how groups can be consolidated and how to increase collaboration, both in small and large industries.Elton's studies in turn helped develop the theory of human relations, the main objective of which was to highlight the importance of human resources for the organization and to recognize that the worker not only works to obtain money, but also to meet their psychological and social needs.
In the School of the Social System we can meet personalities like:
Vilfredo Pareto (1848-1923)
Also known as the father of the organization and management social systems approach. Pareto viewed society as an intricate set of interdependent units, or elements, that is, as a social system with numerous subsystems. Among his many ideas was the tendency of social systems to seek balance by receiving external or internal influences. His thesis was that social attitudes, or feelings, worked to make the system seek balance when disturbed by forces. He also considered that the elite task in any society is to provide the leadership to maintain the social system.
Chester I. Barnard (1886-1961)
One of the most influential books ever published in administration is the classic treatise The Functions of the Executive, written by Barnard in 1938. Chester was a front-line scholar and great intellectual who was heavily influenced by Pareto, Mayo, and other members of the faculty at Harvard. His analysis of the manager is truly a social systems approach since, in order to understand and analyze executive functions, he studied the main tasks in the system where they operate. In determining that the task of executives was to maintain a cooperative effort system in a formal organization, Barnard addressed the reasons and nature of cooperative systems.His book contains extraordinary insights into decision-making and leadership and has the authority of an intellectual with exceptional executive experience.
Subsequently the same phenomenon occurs as before, a character who makes important contributions to two Schools, that of Systems Administration and that of Quantitative Measurement:
Norbert Wiener (1894-1964)
American mathematician. The son of a Slavic language teacher who emigrated to Harvard, he was an extremely precocious child who at the early age of eighteen obtained a doctorate in mathematical logic in Cambridge, UK, where he studied under Bertrand Russell. In the 1940s, he developed the principles of cybernetics, an interdisciplinary theory focused on the study of the interrelationships between machine and human being and which currently falls within the more general scope of control theory, automation and computer programming.. In 1947 he published the test Cybernetics or control and communication in the animal and in the machine. He became interested in philosophy and neurology as fundamental areas of knowledge for cybernetics. In this sense, in the advancement of the construction of automata and, above all,In the development of computers, Norbert Wiener became one of the great forerunners of the digital age with which the 21st century opens.
In the Theory of Decisions we find:
John Von Newman (1903-1957)
Hungarian mathematician, American nationalized. Born into a family of Jewish bankers. In 1943, he participated in the Manhattan Project to manufacture the first atomic bombs; thereafter, Von Neumann collaborated permanently with the military, and his anticommunist convictions led him to then actively intervene in the manufacture of the hydrogen bomb and in the development of ballistic missiles. Between 1944 and 1946 he collaborated in the preparation of a report for the army on the possibilities offered by the development of the first electronic computers; From his contribution to this development, the conception of a memory that acts sequentially stands out.
Within the Neo-human-relational School we find the unmistakable:
Douglas McGregor (1906-1964)
He was a professor at the prestigious Massachusetts Institute of Technology during his last 10 years of life. His work is very close to the papers and postulates of Rensis Likert and Arnold Tannenbaum, as contemporaries, not to mention the initial influence that Elton Mayo's research had on his training. This researcher thought that the vertical division of labor, which characterized organizations in the bureaucratic system, was based in part on erroneous assumptions about the nature of the worker ("X" theory), activities are specialized by levels of managerial hierarchy, decisions are made by high levels and implemented by low levels. According to Douglas McGregor, some managers accept the "X" theory assumptions about low-level employees.Among those beliefs that people have few ambitions and do the work only by forcing them, this theory must necessarily be propped up in the rigid structure; On the other hand, those who support the “Y” theory tend to better satisfy the needs of their members and make better use of their potential. This theory argues that the job causes satisfaction in the employee, which satisfies the desire to achieve. Such organizations grant greater independence to employees, a greater role in decision-making, and a greater openness of communication with managers.On the other hand, those who support the “Y” theory tend to better satisfy the needs of their members and make better use of their potential. This theory argues that the job causes satisfaction in the employee, which satisfies the desire to achieve. Such organizations grant greater independence to employees, a greater role in decision-making, and a greater openness of communication with managers.On the other hand, those who support the “Y” theory tend to better satisfy the needs of their members and make better use of their potential. This theory argues that the job causes satisfaction in the employee, which satisfies the desire to achieve. Such organizations grant greater independence to employees, a greater role in decision-making, and a greater openness of communication with managers.
In the School of Administrative Process we can study:
Henry Fayol (1845-1921)
Perhaps the true father of modern management theory is the French industrialist Henri Fayol, who identified a broad need for administrative principles and teachings. Fayol discovered that the activities in an industrial company could be divided into 6 groups: technical, commercial, financial, security, accounting and administrative. Noting that these activities exist in businesses of any size, Fayol observed that the first five were well known and, therefore, devoted most of his book to analyzing the sixth. Fayol identified 14 principles, which he described as flexible, not absolute and useful regardless of changing conditions.
- Division of labor: Fayol applied the principle to all types of work, both administrative and technical. Authority and responsibility. Fayol suggested that authority and responsibility are related, and that the second is a consequence of the first. He considered authority as a combination of official factors derived from the managerial position and personal factors made up of intelligence, experience, moral value, previous service, etc. Discipline: Fayol declares that the discipline requires good superiors at all levels. Unit of command. Employees must receive orders from a single superior. Management unit: Each group of activities with the same objective must have a head and a plan. This principle relates to the organization of a "corporate body" and not to the personnel.Although this does not mean that all decisions must be made at the top. Subordination of individual interest to the general: When both differ, management must reconcile them. Remuneration: Both remuneration and payment methods should be fair and allow them the maximum possible satisfaction to employees and the company. Centralization: Fayol refers to the degree to which the authority is concentrated or dispersed. The individual circumstances will determine the degree that "will give the best overall production." Scale chain. For Fayol this is like a chain of superiors from the highest to the lowest positions, which must be observed normally, but will not be respected when the fact of following them scrupulously is harmful. Order: By dividing the order into "material" and "Social",Fayol follows “a place for all things (all people) and all things (all people) in its place” Equity: Loyalty and devotion must be obtained from the staff through a combination of kindness and justice on the part of managers when dealing with subordinates. Employee stability: Discovering that unnecessary turnover is both the cause and the effect of mismanagement, Fayol points out its dangers and costs. Initiative: It is conceived as the elaboration and execution of a plan. Because it is one of the "deepest satisfactions that an intelligent man can experience," Fayol urges managers to "sacrifice personal vanity" in order to allow subordinates to exercise initiative.Loyalty and devotion must be obtained from staff through a combination of kindness and fairness on the part of managers when dealing with subordinates. Employee stability: Discovering that unnecessary turnover is both the cause and effect of mismanagement, Fayol points out its dangers and costs. Initiative: It is conceived as the elaboration and execution of a plan. Because it is one of the "deepest satisfactions that an intelligent man can experience," Fayol urges managers to "sacrifice personal vanity" in order to allow subordinates to exercise initiative.Loyalty and devotion must be obtained from staff through a combination of kindness and fairness on the part of managers when dealing with subordinates. Employee stability: Discovering that unnecessary turnover is both the cause and effect of mismanagement, Fayol points out its dangers and costs. Initiative: It is conceived as the elaboration and execution of a plan. Because it is one of the "deepest satisfactions that an intelligent man can experience," Fayol urges managers to "sacrifice personal vanity" in order to allow subordinates to exercise initiative.Discovering that unnecessary rotation is both the cause and the effect of mismanagement, Fayol points out its dangers and costs. Initiative: It is conceived as the elaboration and execution of a plan. Because it is one of the "deepest satisfactions that an intelligent man can experience," Fayol urges managers to "sacrifice personal vanity" in order to allow subordinates to exercise initiative.Discovering that unnecessary rotation is both the cause and the effect of mismanagement, Fayol points out its dangers and costs. Initiative: It is conceived as the elaboration and execution of a plan. Because it is one of the "deepest satisfactions that an intelligent man can experience," Fayol urges managers to "sacrifice personal vanity" in order to allow subordinates to exercise initiative.
- Esprit de corps. This is the principle of unity and strength and an extension of the principle of unity of command, highlights the need for teamwork and the importance of communication to achieve it.
Fayol considered the elements of the administration as its functions: planning, organization, command, coordination and control. A large part of his treatise is devoted to an examination of these functions. Throughout Fayol's treatise there is an understanding of the universality of principles. These are not only applicable to business but also to political, religious, philanthropic, military organizations, among others. As all companies require administration, the formulation of a theory of administration is necessary for its effective teaching.
Mary Parker Follet (1868-1933)
He was born in Boston and educated at Harvard and Cambridge. She studied philosophy, history, and political science. She wrote a number of papers in political science, including "The.
New State ”and“ Creative Experience ”. In Boston she was very active in social work, leading a group to get night classes and recreation centers established for young people. Follett postulates four fundamental principles of organization: 1) Coordination by direct contact: Responsible people must be in direct contact regardless of their position in the organization. "Horizontal" communication is as important as "vertical" chains of command in achieving coordination. 2) Coordination in the initial stages: Interested people should be involved in policies and decisions, while they are being formed or taken and not simply be interested afterwards. In this way, the beneficiaries of participation will be greater motivation and better morale.3) Coordination as the “reciprocal relationship” of all the factors in a situation: All the factors have to be related to each other and these relationships in themselves must be taken into consideration. 4) Coordination as a continuous process: "An executive decision" is a moment in a process. So many people contribute to decision making that the concept of ultimate or ultimate responsibility is an illusion. Combined knowledge and shared responsibility take their place. Authority and responsibility must derive from the actual function to be performed and not derive from the place that one has within the hierarchy. He spent most of his last five years of life studying and teaching in England. A collection of his works was published posthumously under the title "Dynamic Administration."
At the Total Quality School we find:
Kaoru Ishikawa (1915-1989)
Japanese business administration theorist, quality control expert. Educated in a family with an extensive industrial tradition, Ishikawa received a degree in Chemistry from the University of Tokyo in 1939. From 1939 to 1947 he worked in industry and in the military. He also taught in the engineering area of the same university. Ishikawa explained the Japanese interest and success in quality based on the philosophy of Kanji (writing Chinese letters), since the difficulty of their learning favors precise work habits. The philosophical basis of his ideas is of the Roussonian type; man is good by nature, and is positively involved with what affects him. That is why Ishikawa criticizes the western production model, in which the worker receives disrespectful treatment with his human dignity.Among the many contributions that his numerous books on quality control contain, his well-known Cause-Effect Diagram (also called “Fishbone Diagram” due to its shape) stands out as a tool for studying the causes of problems. It is based on the idea that quality-related problems rarely have single causes, but rather, in their experience, there are usually a host of causes.but there are usually involved, according to their experience, a host of causes.but there are usually involved, according to their experience, a host of causes.
In the Japanese Administration Theory we see:
William G. Ouchi (1943-)
This UCLA professor is inspired by some aspects of the same intellectual legacy that shaped Mayo's ideas regarding the workplace as a possible antidote to the psychic situation of isolation and alienation of members of modern societies; and so he proposes that American managers learn to create
the family-type, or “industrial clan” qualities that emerge more spontaneously among Japanese companies. He calls his set of ideas Z-theory, explicitly implying that he wants to continue from the point where McGregor's Y-theory ends. That cultural imperative induces companies to develop a philosophy and values that give their authority a moral and legitimate foundation and a reason for their employees to rescue and accept authority.
However, Z-theory has been criticized for various reasons, some of which refer to the facts on which it is based, the alleged relationships between its variables and its logic. Satisfaction or a sense of belonging has not been shown to improve productivity or that organizations following the Z-theory are more successful than others. All things considered, the Z theory should be seen rather as a stimulating idea and not as a theory whose validity has been tested.
And finally we will mention some biographies of some contemporary Administration gurus, beginning with:
Michael E. Porter (1947-)
It is the authority in competitive strategy and application of competitive principles to social problems such as health, environment and corporate responsibility. An important area of her work is the relationship between competition and important social topics, such as poverty and the environment. In his work Competitive Strategy. Porter described competitive strategy, as the offensive or defensive actions of a company to create a defensible position within an industry, actions that were the response to the five competitive forces that the author indicated as determining the nature and degree of competition that surrounded a company and that, as a result, sought to obtain a significant return on investment. Porter identified three generic strategies that could be used individually or together,to create in the long term that defensible position that exceeds the performance of competitors in an industry. Those three generic strategies were: Low total cost leadership; differentiation and specialization or focus. However, the most relevant contribution he has made to the field of Management and Strategy was made in his article "How competitive forces shape strategy", where he talks about the famous Five Forces Model (typical of the specific environment of the company in economics). In this work, he talks about how the competitiveness of a company in a sector depends on five factors: 1) Rivalry between existing competitors; 2) Bargaining power of clients; 3) Bargaining power of suppliers; 4) Threat of new competitors; 5) Threat of substitute products.
Tom Peters (1942-)
Tom Peters is what is known as a guru, in all the broadness of this word. He is one of the most influential leaders on issues such as innovation, creativity, talent and the "new" corporate vision. Fortune magazine called Tom Peters the Urguru (guru of gurus) of the management and compared him to Ralph Waldo Emerson, Henry David Thoreau, Walt Whitman and HL Mencken. The Economist labeled it as Uber-guru. And his innovative insights led him to be described by Business Week as "business's best friend and worst nightmare." He is a guru of business management from the 70s until today. He rose to fame after the publication of "In Search of Excellence" in 1982, a book that encouraged leaders to approach business in a radically different way. Peters shows us how decentralization,'flattened' organizational structures, open management styles, and a true customer obsession can lead to extraordinary competitive advantages. I contribute with one of the three current paradigms for the development of the conceptual structure of Organizational Excellence, based on the studies that I carried out and published in 1982. I develop a theoretical framework about motivation and decision-making in an environment of uncertainty., characteristics of the manager's task in today's world, not to support a theoretical concept of excellence, or even a systematized notion of excellence, but a proposal for excellence.Where he presents a management model integrated by the articulation in practice of eight principles of universal validity extracted from his extensive research on the most successful companies for their quality of management in the United States. Another contribution made by Tomas Peters are the 10 keys to Business talent.
After all this study of the administration gurus, we can highlight that they have been and some are still, normal people, with lives similar to the samples, however, they have done some different things, since they have had ideas, initiative and wishes to change the paradigms that are already established, and it is then, when they change not only those around them, but the entire world. We can only verify it with Ouchi or Ishikawa. How many of us, in books or conferences, have not heard of the wonders of the Japanese administration? And even when we do not belong to the same continent or speak the same language, their contributions not only have application at the organizational level but also at the personal level. And that has happened with all the aforementioned gurus.
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