SUMMARY
In this document we find some of the most important terms of the administrative dialect; which is very useful for students of the career of business administration or related, since it is very important to take into account an administrative culture within your life as a student and your next professional activity.
Analysis: The action of dividing a thing or problem into as many parts as possible, in order to recognize the nature of the parts, the relationships between them and obtain objective conclusions from the whole.
Cost-benefit analysis: search for the best ratio between benefits and costs.
Risk Analysis: An approach to problem analysis that weighs the risks of a situation by including probabilities for a more accurate assessment of existing risks.
Break-even analysis: graph and analysis of relationships, usually between sales and expenses, to determine the size or volume at which an operation reaches the break-even point between losses and profits; It can be used in any problem area where marginal effects can be accurately determined.
Audit. It is the investigation, consultation, review, verification, verification, and evidence applied to the company. It is the examination carried out by qualified and independent personnel in accordance with Accounting Standards; In order to wait for an opinion that shows what happened in the business, independence is a fundamental requirement.
Administrative audit: audit of the quality of the administrators when evaluating them as individual executives and when evaluating the quality of the total administrative system of a company.
Internal audit: analysis or evaluation carried out by a company of its position or the direction it is taking according to current programs, what its objectives should be and whether it is necessary to modify the plans to achieve these objectives.
Operational audit.
It is the independent assessment of all the operations of a company, in an objective and systematic analytical way, to determine if they are carried out, acceptable policies and procedures; if the established norms are followed if the resources are used efficiently and economically and if the objectives of the organization have been reached in order to maximize results that strengthen the development of the company.
Self-management: management of a company by the same workers through bodies chosen by themselves.
Authority, centralization: A tendency to restrict the delegation of decision-making to an organizational structure, usually by retaining authority at or near the top of the structure.
Authority, fragmented or shared: situation in which the total authority to achieve a finished result depends on more than one position and must be grouped or combined to make the required decision.
Functional authority: the right that is delegated to a person or department to control processes, practices, policies or other specific matters, related to activities carried out by personnel from other departments.
Authority, parity with responsibility: the principle that the responsibility for the action must not be greater or less than the delegated authority. Authority is the discretionary power to carry out tasks and responsibility is the obligation that is owed to whoever carried out the delegation so that these activities are carried out.
Authority, process of delegation of: determination of the expected results of a subordinate, assignment of tasks, delegation of authority to fulfill these and attribution of responsibility for achieving them.
Benchmarking: method for establishing goals and measures of productivity based on the best practices in the industry.
Position: It is the name that requires the employment of a person who, with a minimum of qualifications according to the type of function, can competently exercise the powers that his exercise confers on him.
Administrative career: Technical personnel administration system that aims to guarantee the efficiency of the administration and offer equal opportunities for access to service, training, job stability and the possibility of promotions.
The classification of positions: it is a means of determining the relative value of each position within an organizational structure and, therefore, the relative position of each position in the organization's position structure.
Committee: group of people who, as a whole, are entrusted with a matter for the purposes of information, advice, exchange of ideas or decision-making.
Organizational behavior, modification: Based on the idea that behavior depends on its consequences, it is possible for managers to influence employee behaviors by manipulating the consequences of these.
It is like a law of effect according to which the person tends to repeat behaviors accompanied by favorable consequences ("reinforcement") and not to repeat those with unfavorable consequences.
Communication: transfer of information from one person to another, provided that the recipient understands.
Control: administrative function that consists of measuring and correcting individual and organizational performance to ensure that events are consistent with plans. It involves measuring performance with goals and plans; show where deviations from standards exist and help correct them.
Costs: The sum of efforts and resources that have been invested to produce a thing.
Coordination: achieving harmony of individual and group efforts towards achieving the purposes and objectives of the group.
Schedule: It is the detailed detail of the activities that a company performs or will carry out when carrying out an event or series of events.
Organizational culture: general pattern of behavior, beliefs and values shared by the members of an organization.
Decisions, making: selection of a course of action among several options; rational selection of a course of action.
Delegation: give from one person to another the jurisdiction he has for his office to do some tasks or confer his representation. Another possible direction would be the process that allows us to confer on a collaborator the task of carrying out a task, granting him the necessary authority and freedom, but always keeping the final responsibility for the result. The delegation implies at the same time the obligation of rendering accounts to the superior of the tasks that have been delegated.
Functional departmentalization: grouping of activities by departments according to the characteristic functions carried out by the company.
Department: defined area, division or branch of a company over which an administrator has authority for the performance of activities and the achievement of specific results.
Decentralization: It is the transfer of functions, resources and authority for decision making from the central levels to the autonomous entities.
Management: the role of managers that involves the process of influencing people to contribute to the goals of the organization and the group; It is mainly related to the interpersonal aspect of managing.
Division of work: number of different tasks in which the necessary work for the production of a good or service is distributed, tasks that must be carried out by different specialized workers in each one of them.
Efficacy: achievement of objectives; achieving the desired effects.
Efficiency: achievement of ends with the least amount of resources; achieving goals at the lowest cost or other unintended consequences.
Effectiveness: It is the congruence between what is planned and the achievements obtained, without questioning whether or not said objectives are adequate. Empowerment: Effective self-determination of workers and teams implies that managers are willing to give up some of their decision-making authority to hand it over to them.
Environment: Set of external agents to the organization - legal, political, social, economic, technological, competition, etc. - that affect its survival, maintenance or development and that causes a determined response in its own internal agents.
Entrepreneurs: people with the ability to see an opportunity to obtain the capital, labor and other necessary inputs, as well as the knowledge to successfully structure an operation. They must also be willing to take personal risk of success or failure.
Administrative approach, group behavior: analysis that examines the behavior of people in groups. The approach is based on sociology and social psychology. Tension focuses on group behaviors.
Administrative contingency or situational approach: analysis that emphasizes the fact that, in practice, administrators depend on a certain group of circumstances or the “situation” and that there is no single “ideal” or perfect way of managing.
Empirical or case management approach: analysis that studies experience through practical cases, identifying successes and failures.
Systems Management Approach: Analysis that emphasizes systems concepts with broad applicability. Systems have limits, but also a reciprocal influence with the external environment; that is, organizations are open systems.
Balance: Situation of an economy in which the proportions of the global quantities allow the harmonious adjustment of the flows, the stability of the prices and the satisfactory operation of the economic set.
Team: group of people with complementary skills committed to a common purpose and a series of performance goals, for which they are mutually responsible.
Strategy: determination of the purpose (mission) and the long-term basic objectives of a company and adoption of action resources and allocation of the necessary resources to achieve these purposes.
Ethics: system of principles or moral values that are related to moral judgment, duty and obligation; discipline that deals with good and evil.
Supervision: A management function designed to ensure that personnel carry out their tasks in the best possible way (as the norm indicates), through the guidance, help and training provided by their hierarchical superiors (supervisors) and not only through control or audit.
Administrative management: It is the process by which a variety of basic resources are obtained, deployed or used to support the objectives of the organization.
Gantt chart: planting and control technique developed by Henry L. Gantt that shows, by means of a bar chart, the time requirements for the various tasks of a production or some other program.
Incentive: stimulus that is offered to a person, group or sector to increase production or the activity to be carried out.
Initiative: idea used to start or do an activity in the organization.
Instruction: set of rules to execute something or to handle something.
Hierarchy of needs:
Kaizen: a Japanese term that points to the importance of continuous improvement. The idea is that continually taking small steps in improvement will be the key to long-term success.
Loyalty: compliance with what is required by the laws of fidelity and honor.
Leadership: Influence, art, or process of influencing people to strive voluntarily and enthusiastically to achieve group goals.
Line: relationship of authority in organizational positions, where one person has responsibility for the activities of another person.
Distribution logistics: a model for optimizing operations research that treats a company logistics system as a single system, from sales forecasting, purchasing and processing of materials and their inventory control to the shipment of products determined towards sales warehouses
Administrative mesh: A way of analyzing leadership styles, developed by Blake and Mouton, whereby leaders are classified into a mesh or matrix according to two dimensions: concern for people and concern for production.
Command, area of: Power that the superior exercises over the inferiors. Authority that has over the subjects. / Executive power. Hierarchical power over any fraction of troops, especially those of an Army or between several allies. / Mandate, precept.
Administrative manuals: these are documents that serve as means of communication and coordination that allow the organization to record and transmit information in an orderly and systematic manner.
Raw materials: primary element that when being processed or being conducted within a manufacturing process undergoes changes that will generate a good or service.
Measurement: Refers to numerical information that quantifies the organization's resources, processes, services, performance and results
Market: The market, in economics, is any set of transactions, agreements or exchanges of goods and services between buyers and sellers. In contrast to a simple sale, the market involves regular and regulated trade, where there is some competition between the participants.
Goal: ends towards which the activity is directed; end points of the plantation.
Reasons, verifiable objectives: an objective is verifiable if, at some future date, the person can look back and safely determine whether or not it has been met.
Organization: concept used in various ways, such as 1 systems or pattern of any group of relationships in any kind of operation 2 the company itself 3 cooperation of two or more people 4 the behavior of the members of a group and 5 the intentional role structure in a “formally organized” company
Informal organization: usually patterns of behavior and human relationships that coexist with or are outside the organization's formal structure. It is a network of personal and social relationships that the formal organization does not establish or require, but occurs spontaneously when people relate to each other.
Virtual organization: relatively loose concept referring to a group of companies or independent individuals linked to each other by means of information technology. Companies linked in this way can be suppliers, customers and even competing companies.
Organize: establish an intentional role structure to be filled by members of an organization.
Organizational, development: systematic, comprehensive and planned approach to improve the effectiveness of groups of people and the entire organization, using various techniques to identify and solve problems.
Participation: It is being involved or playing a role in something. Be listened to and taken seriously - usually when decisions are made. Participation, however, can also be symbolic, which means that the person is not taken seriously and their participation is only allowed to keep them happy or because they look good.
Planning: selection of missions and objectives, and strategies, policies, programs and procedures to achieve them; decision making; selection of a course of action from among several options.
Contingent planning: planting for future environments whose possibility of existence is remote, but which may arise; If this possible future is very different from the assumption, it will be necessary to develop alternative premises and plans.
Plans: purposes or mission, objectives, strategies, policies, procedures, rules, programs and budgets.
Power: the ability of people or groups to induce or influence the beliefs or actions of other people or groups.
Policies: general statements or interpretations that guide thinking during decision making; the essence of policies is the existence of a certain degree of discretion to guide decision-making.
Budget: exposition of plans and expected results, expressed in numerical terms.
Principles: fundamental truth, or that at a certain moment is considered as such, that explains the relationships between two or more groups of variables.
Administrative principles: systematic order of the exercise of administering.
Procedures: Plans that establish a method for handling future activities. They are time series of required actions, guidelines for action, that detail the exact way in which certain activities should be carried out.
Productivity: production - inputs ratio in a period, taking due account of quality.
Programs: set of goals, policies, procedures, rules, assignment of tasks, steps to follow, resources to employ and other elements necessary to execute a certain course of action, normally backed by capital and operating budgets.
Linear programming: technique to determine the optimal combination of limited resources to obtain a desired goal; it is based on the assumption that there is a linear relationship between the variables and that the limits can be determined.
Vein forecast: prediction of expected sales, by product or service and price, for a future period; Sales forecasts are inferred from plans and are also important planning assumptions.
Rationality: analysis that requires a goal and a clear understanding of the alternatives by which a goal can be achieved, an analysis and evaluation of the alternatives in terms of the desired goal, the information needed and the desire to optimize.
Rules: rules that dictate action or abstention, but do not allow discretion.
Responsibility: obligation that subordinates owe to their superiors regarding the exercise of the authority that was delegated to them as a way to achieve the desired results.
Organization reengineering: fundamental rethinking and radical redesign of a company's processes to achieve drastic improvements in contemporary performance measures as important as cost, quality, service and speed.
Scalar relationships: the chain of command that runs from the top of organizations to their lowest levels.
Feedback: input of information to a system that transmits messages on the operation of the system to indicate if it operates as planned; information related to any type of planned operation, addressed to the person responsible for its evaluation.
Risk Analysis: An approach to problem analysis that weighs the risks of a situation by including probabilities for a more accurate assessment of existing risks.
Organizational role: organization position designed to be occupied by people; To be meaningful to these, it must include: 1 verifiable objectives, 2 a clear description of your main duties or activities, 3 an area of discretion or authority, 4 the availability of information and resources necessary to accomplish a task.
Sanctions: badly derived from guilt and that is like a punishment.
Personnel selection: process by which the most qualified person for a particular position is chosen.
Jungle of administrative theory: term applied by Harold Koontz, to identify the existence of various schools, or approaches, of the theory and knowledge of administration.
System, definition of: group or set of things related or interdependent and that affect each other to form a complex unit; all made up of parts in an orderly arrangement according to some program or plan.
Open systems: those that interact with their environment and that exchange information, energy or materials with it.
Closed systems: they are those that have no interaction with their environment.
Sociotechnical systems: system that is seen as an interconnection of physical (technical) and social elements in an organization.
Systematization: It is a permanent and cumulative process of knowledge construction based on our experience of action / intervention in a specific reality. It is a first level of theorizing about practice. On the one hand, it aims to improve practice and, on the other, to enrich existing theories.
Staff: relationship in an organizational position where the owner's task is to give advice or advice to someone.
Supervisor: Same as managers, but generally this name applies to lower-level, or front-line, managers in administration.
Tactic: action plans through which strategies are put into practice.
Theory: systematic grouping of interdependent concepts and principles that form a framework for more meaningful knowledge.
Unity of command: making each subordinate report directly to only one superior. The principle of unity of command only implies that the more a person depends on a single superior, the less will be the confusion of the instructions and the greater the feeling of personal responsibility for the results.
