1.- THE OLD ADMINISTRATION
1.1 CHINA
CHOW CONSTITUTION
- Before governing organize the same government. It is impossible for someone who is not organized internally or properly to be able to take the baton of a state. Definition of functions. Defining correctly saves us work and is more productive. Cooperation. It is essential to show optimal results. Efficient processes. If the process is good, the result will be better. Formality of human elements. It is the basis of any organization so they must be well formalized for optimal performance and therefore better results. Optimal staff for Government. In this line you should not skimp on staff because the best trained is the one that will give the best sequels. It is the most logical and natural way to correct errors. Adjustments to value administration.This will help us to know how the administration carried out up to that moment is working for us.
CONFUCIO RULES
- It is the obligation of the rulers to study a problem in order to give the most adequate resolution. The solution to a problem should be seeing it from an objective way and without exceeding the rules of professional ethics. It works towards a people, for which the ruler must be have a broad criterion of problem solving and impartiality among officials. The basic concern is economics, but with collective effort it will be overcome. The mind of a ruler must always be working, to somehow improve his government without preferences of any The manager must be of faultless and selfless conduct towards his colleagues.
1.2. EGYPT
In Egypt, the type of administration reflects a coordination with a previously established objective; its system, the human factor, already had special positions, that is, it had an archer, honey collectors, sailors; Something important about this organization is that it already had a fund of values for the Egyptians that was obtained from the taxes that the government collected from its inhabitants, in order to later duplicate it when trading it for other objects.
1.3. GREECE
The contribution that Greece gave to the administration is great and it was thanks to its philosophers, some concepts still prevail.
SOCRATES
Use administrative aspects in the organization, separating technical knowledge from experience.
PLATO
It speaks of the natural aptitudes of men, gives rise to specialization.
ARISTOTLE
It tells us that to achieve a perfect state.
PERICLES
It gives us some of the basic principles of management when it comes to personnel selection.
1.4. ROME
The organization of ROME had a significant impact on the success of the Roman Empire and although there are not many documents left from its administration, it is known that they were managed by magisteriums fully identified in a hierarchical order of importance to the state.
2.- THE MIDDLE AGES
It is a period between the fifth century and the middle of the fifteenth century, this is divided into three periods that are: invasions, the feudal regime and finally social organization.
THE INVASIONS
Here occurs the first destruction of the western empire and its restoration accomplished by Charlemagne.
FEUDAL REGIME
The land was divided into fiefdoms and the owners or lords of those lands gave this to the vassals so that they could work it, instead the lord offered them protection.
THE SOCIAL ORGANIZATION
It would end with the taking of Constantinople by Turks, it is the end of the Eastern Empire.
The constant struggles for power make believe that the administration of the Middle Ages was insurmountable because only with a good fast and efficient organization of a social, political, economic and religious type could one have got out of the war problems. As an example of their system we have that although much of medieval Europe was poor, credit institutions already existed in the Mediterranean. At the end of the Middle Ages it is when more emphasis is noticed in the administration since the guilds are formed (association of artisans of the same trade) and in the long run the industry.
THE ROMAN APOSTOLIC CATHOLIC CHURCH
The Catholic Church has contributed countless principles applicable to both micro and micro companies.
- Geographical need for autonomous controls. Geographical division of management. Training for executives according to their agenda. Freedom of decision for the executive. Security of an individual's capacity for the correct position. Skill and dedication to work. Incentive for ascension from lower levels. Ability to decide according to the problem. Be skillful in all negotiations. No parental favoritism in high positions.
MILITARY ORGANIZATIONS
These organizations are the most pressured in terms of good administration is concerned, that is why she has contributed too many principles, one of the most important has been to organize an entire authority in a single chief of staff, the companies took it as a way of ranking for the concentration of personnel.
3.- THE INDUSTRIAL REVOLUTION
ADAM SMITH
He was the initiator of serial production with his theme "The Division of Labor."
BABBAGE
This mathematician was the forerunner of cost analysis and the payment of workers according to their performance.
URE
He spoke among other things of the departmental division of production that tried to divide the company by work zones.
4.-THE MODERN ADMINISTRATION
NICHOLAS MAQUIAVELO.
He writes his treatise on "The end justifies the means."
JOHN LOCKE
He speaks to us of the division of powers into three legislative branches, which would govern national politics; the executive, chosen by the legislature that together with this would give face to the people, and finally the federative, this handled what to foreign policy and gave the guideline for the executive power to act.
MONTESQUIEU.
This baron took Locke's model and adapts it to the current one that is the legislative, executive and judicial.
5.- THE SCIENTIFIC ADMINISTRATION
It is the type of administration which is based on science and its scientific methods which is a procedural way in order to contribute knowledge to those already obtained.
FREDERICK TAYLOR
It is due to this that the administration has begun to study as a separate subject and thus be able to apply science on it to improve results, he is also known as the "Father of Scientific Administration".
HENRY FAYOL.
Taylor's admirer, he contributed to the general administrative theory, which he divided into 3 capacities that constitute the personal value of companies:
TECHNICAL, COMMERCIAL, FINANCIAL AND ADMINISTRATIVE.
Here he tells us that each company has groups of operations, this is distinguished by capacity that can be administrative, commercial, financial and technical; these in turn are based on qualities and knowledge, which are:
- Physical: HealthIntellectual: It is the ability to understand and learn.Moral: Energy and courage to accept responsibility.General: Diverse knowledge of varied culture.Special: Technical Knowledge.Experience: Knowledge acquired derived from practice.
All of the above can be quantified and therefore affect or benefit the company.
THE FOURTEEN GENERAL PRINCIPLES OF HENRI FAYOL'S ADMINISTRATION
This function will only act on the staff and will not affect another part of the company. To achieve this, it is done with the help of principles, this is any administrative means that fortifies the social body or facilitates its control, they must be flexible and using them implies intelligence, experience, decision and measure.
A principle that we should never omit is COORDINATION, it refers to the harmonious way of taking actions with circumstances. Fayol lists 14 principles of administration that are:
- The division of labor: It is done in order to PRODUCE MORE AND BETTER WITH THE SAME OBJECT AND EFFORT, brings us as a consequence, SPECIALIZATION OF FUNCTIONS and SEPARATION OF POWERS Authority and responsibility: It is the right to command and the power to to be obeyed, this must be accompanied by a reward or punishment known as responsibility Discipline: It is the obedience manifested towards the company on the part of its social part and this is given thanks to:
- Good bosses in all grades Clearer and more equitable meetings Sanctions correctly applied.
- Unity of command: Only orders will be received from a single boss, since dualities of command create conflicts. Unity of direction: The direction of the programs must only be in charge and be implemented by a single boss. Subordination of the particular interests of the general interest: An interest of a personal nature must never take precedence over the interests of a company or social body. Personnel remuneration: Payment to employees or social part must and will be fair to both parties, this will depend on the will of the employer and The quality of the employee, as it is supposed until now, is an unsolved problem. Centralization: Although it is not established whether it is a good or bad administration, it is done by natural effect, its objective is to use 100% of the faculties of the Employees Hierarchy:It is the correct organization of the degree of order, authority and responsibility of an individual within a social organism. Order: the personnel must be placed where they can best take advantage of their faculties as such. Equity: Used instead of justice, it requires good sense, kindness and a lot of experience and it refers to the equality of the staff. Stability of the staff: Let the staff get experience at a certain level and deposed if it is required to move from there. Never before. Initiative: Faculty to create and execute a certain plan for success. Union of personnel: The more harmony there is within the personnel, the better the results for the social organism.Equity: Used instead of justice, it requires good sense, kindness and a lot of experience and refers to the equality of the personnel. Stability of the personnel: Let the personnel obtain experience at a certain level and depose if it is required to move it from there. Never before. Initiative: Faculty to create and execute a certain plan for success. Union of personnel: The more harmony there is within the personnel, the better the results for the social organism.Equity: Used instead of justice, it requires good sense, kindness and a lot of experience and refers to the equality of the personnel. Stability of the personnel: Let the personnel obtain experience at a certain level and depose if it is required to move it from there. Never before. Initiative: Faculty to create and execute a certain plan for success. Union of personnel: The more harmony there is within the personnel, the better the results for the social organism.The more harmony there is within the staff, the better the results for the social organism.The more harmony there is within the staff, the better the results for the social organism.
It is possible to name another one thanks to the flexibility of the principles. Immediate execution: Any good or bad situation must be resolved as soon as possible.
ELEMENTS OF THE ADMINISTRATION.
- Production Techniques: the better the preparation in schools, the graduates will have the greater capacity to develop these positions of great importance for the company, although not always vital. Sales and Sales: Knowing how to sell is as important as knowing how to buy, manufacture etc. This is where the prosperity of the company depends. Financial: For the good management of a business it is best to have a stable capital, since with which a whole company is carried out. Accounting: Every company must constantly have information on how it is economically for good administration. Security: The company must have insurance both for itself and for the social part. Administrative: This is where the general control of the company is carried out through a very limited administrative process made up of FORECAST, PLANNING, ORGANIZATION, INTEGRATION, DIRECTION and CONTROL.
6.- TRADITIONAL SCHOOL OF ADMINISTRATION
The Scientific Administration: The traditional or scientific administration developed from the systematic observation of the facts of the production-investigation and analysis of the workshop. Although interested in specific techniques such as time and movement studies, production planning and control, plant distribution, salary incentives, personnel management and human engineering, all focused on efficiency and production, this approach is firmly based on this theory.
FW Taylor in developing his type of management, Taylor's focus was to study operations, determine facts regarding the job situation and from these observations, derive principles. He saw administration as a process of obtaining things done by people operating independently or in groups, and his approach to the administrative problem was direct and simple: define the problem, analyze the work situation in all its aspects, apply quantitative techniques to all those aspects. able to be measured, experiment, keeping all other work factors constant, except the one that should be changed, develop a guide or administrative principle derived from observations or studies, and finally test the validity of said principle through subsequent applications.
Using this approach to studying work, Taylor left a veritable wealth of managerial information for virtually later. He is perhaps best known for developing time studies to determine a production standard that would constitute a fair work day.
His four principles of scientific administration now form a legion. In short, Taylor said that workers should be scientifically selected, trained, and assigned to the jobs for which they were best suited, physically and mentally. Secondly, the work should be analyzed scientifically and not intuitively. Third, there should be close cooperation between those who plan the work and those who do it, so that the work can be done in accordance with the principles developed and the workforce should share equal responsibility for each sector doing the work to which was better qualified.
As a person, Taylor was a man of great will power, just, systematic, determined and strict, with a strong sense of Protestant ethics, his weak point was writing, as his strong point was experimentation and action.
The Gilberths: Closely associated with Taylor in both time and work, the Gilberths also made original contributions to the school of traditional or scientific management. They are best known for developing their rules of motion economy, particularly the basic hand motions that they called therblings. Using this analytical tool, the sequences of standard movements could be prescribed.
Taylor was also interested in time and motion studies. While he focused on how long it took to do a job, the Gilberths were interested in what kinds of movements were most effective. Consequently, the Taylor system increased Production by increasing speed and systematically eliminating military-type surveillance; the Gilberth system increased production by eliminating useless movements.
The school of behavior: The school of behavior emerged from the efforts of leaders such as Gantt and Munsterberg to understand the central importance of the individual in any cooperative effort. His reasoning was that since the manager gets things done through people, the study of management should focus on workers and their interpersonal relationships. Behavioral studies focus on motivations, group dynamics, individual motives, group relationships, etc.
The school is eclectic and incorporates most of the social sciences, including psychology, sociology, social psychology, and anthropology. Its range is wide and includes from how to influence individual behavior to a detailed analysis of psychological relationships. Focusing on the human element, he is interested on the one hand in the understanding of the relevant phenomena in intra and interpersonal relationships regarding the work situation, and on the other hand, he is interested in observing work groups as anthropological subcultures.
Hugo Munsterberg: He spoke and wrote on countless topics, from temperance in job training, both in popular articles in the Ladie's Home Journal and in-depth treatises in the most renowned technical journals. At this time, the scientific administration did not have a very firm foundation, due to the lack of intellectual pretense and the misapplication of the budget experts. However, Musterberg advocated in his book for a greater participation of science in administration, he created the field of industrial psychology applying his laboratory techniques to measure psychological differences between individuals and employees in work situations, and through this, he opened a new facet of scientific administration. The study and scientific explanation of individual differences.
Henry L. Gantt: GanttHe was contemporary and protected by Taylor and it is difficult to classify him in one school. Your organizational cost concepts and bonus plan could easily place you with traditionalisms. However, in all of his work, Gantt demonstrated an almost emotional interest in the worker as an individual and advocated a humanitarian approach. In 1908 he presented a lecture to the American Society of Mechanical Engineers in which he called for a teaching and introduction policy for workers, rather than the customary autocratic leadership, an affirmation of Gantt's psychology of relations with, employees. In view of his tireless efforts on behalf of the working class, Gantt is held partly responsible for the growth of the behavioral school.
Elton Mayo: Mayo proposed the concept that workers constitute their own culture and develop a series of ideas on sociological concepts of group effort. Through his work, a new dimension was added to the then existing administrative concepts that to be efficient, the administrator must recognize and understand the individual worker as a person with desires, motives, instincts and personal objectives that need to be satisfied.
Through Mayo's research efforts, the behavioral school was unveiled. Administrators, realizing the importance of such study, gradually turned to this stream of administrative thought. Today, the current of behavior is as broad as it is deep, it is a part of the growing field of administrative study, and it correctly occupies an important position in its entirety.
Mary Parker Follett: Basically, Miss Follett emphasized that a man at his job was motivated by the same forces that influenced his tasks and amusements outside of work and that the duty of the administrator was to harmonize and coordinate the group's efforts not to force and manage. In her consultative work, Ms. Follett recognized the need for the administrator to understand the principles of the group concept, which, she prophesies, would one day be the basis for all firm approaches in the national and international order. To the school of behavior, she adds two new words, union and group thinking that have subsequently calculated administrative literature.
Chester I. Barnard: The participation of Chester I. Barnard in the development of this current of thought is in his logical analysis of the organizational structure and the application of sociological concepts to administration. Some do not include Bernard in the behavioral school, but in a new school based on his concept of the social system. This concept is highly related to the behavioral approach and differs only in that the administration is considered as a system of intercultural relations. The distinction is logical but for our purpose the general classification of the school of behavior is sufficient, and includes the study of administration as a system of intercultural relations.
School of Administrative Process
The school of administrative process builds a theory of administration around the process involved in managing; the establishment of a conceptual structure and the identification of the principles on which it is based.
Administration is seen as a universal and practically identical process regardless of being sphere of operation: Governmental, industrial or institutional. Because administration is considered a process, this school analyzes this process by analyzing the functions of the administrator, planning, organizing, employing, directing, and controlling. As far as these functions deal with the individuals involved, the school is somewhat eclectic in that the relevant aspects of the social sciences are recognized. Until now, however, they have not been actively incorporated into the school's theory of the administrative process.
Quantitative School
The use of mixed teams of scientists from various disciplines is probably the most obvious feature of the quantitative school of administrative thinking. Named interchangeably as "Operations Research", it consists of uniting the knowledge of various disciplines with the study and the effective solution of a problem.
You can bring together, for example, a mathematician, a physical scientist, an economist, an engineer, and a statistician to study problems in, say, inventory management. By studying this problem from the point of view of Operations Research or Administrative Science, the resulting solution could be much better than what could be achieved in any other way. It is, therefore, a scientific method using all the relevant scientific tools that provides a quantitative basis for administrative decisions of the need for integrated research teams to delve into the various ramifications of alternative paths of action.
In simple terms, the approach to solving the problem using administrative science consists of:
- Formulate the problem. This refers to both the consumer problem (the decision maker) and the researcher problem. Build a mathematical model to represent the system under study. This model expresses the effectiveness of the system as a function of a set of variables of which at least one is subject to control. Variables of both types can be subject to random fluctuations and one or more may be under the control of a competitor or some other enemy. Derive a solution from the model. This involves the values of the control variables that maximize the effectiveness of the system. Test the model and the resulting solution. This involves evaluating the variables, comparing the model's predictions with reality, and comparing real results with predicted results. Establishing controls over the solution.This involves the development of tools to determine when significant changes occur in the variables and functions on which the solution depends and determine how the solution should be changed in light of said change. Put the solution into operation. Execution.
