In some cases, due to very precise studies and outstanding contributions, the birth of a current, discipline or administrative thought can be recognized, some authors are followers and others are followed, criticized or refuted, however with this they bring a new vision of the administration that is adjusts to its time and situation for which it was developed. With that perspective, this article is presented, with the outstanding authors of each of the administrative currents.
SCIENTIFIC ADMINISTRATION
Frederick W. Taylor (1856-1915)
Shop Management (1903) Principles of Scientific Management (1911) Testimony before the Special House Committee (1912)
Known as "the father of scientific management." His main concern was to increase productivity through the application of the scientific method, which would result in greater efficiency in production and higher pay to workers. Its principles emphasized the use of science, the creation of harmony and cooperation between groups, the achievement of maximum production and the offer of development to workers.
Taylor develops principles of administration which give powers and responsibilities to management, they are:
- The need to develop a true science of tasks, activities and functions. For Taylor, one of the problems that emerge and that negatively influence productivity and organizational progress has to do with the fact that those who manage do not know nor can they determine what is "a fair and equitable working day". This has the consequence that the worker does not know what is expected of him on the one hand and also has another component that affects the organizational arrangement and especially the effective continuity of the relationship between superior and subordinate, since the manager has “Unlimited possibilities to complain, punish and repress the actions of subordinates. This topic has been treated over time, related to the career of people within companies, by Dr.Donald Cole in a monumental job. Later to study the implications of this in Latin America, and based on the original work of Dr. Donald Cole, this problem is dealt with in detail in Dr. Donald Cole's book with Eric Gaynor Butterfield entitled: Professional Suicide or Organizational Murder. The importance of the process of recruitment and selection of personnel and their subsequent career development. Taylor places special emphasis on selecting only those individuals who meet the physical and intellectual qualifications necessary to do the job at optimal production levels. And this must be done before you enter the company. We have multiple examples of how "modern" psychotechnical tools in many cases do not take into account this simplicity referred to by Taylor,but that is enormously forceful in terms of its impact on productivity and organizational efficiency. Now, once the employee enters the company, from then on it is the superior who must train the subordinate in a daily and systematic way until he becomes a "first class" worker. The superior has this responsibility to develop his subordinates by offering growth opportunities within the company so that the worker "can do the job at the highest level and also more profitable", which would qualify them as "first class" people. ”. The complementarity between the previous points.This allows, according to Frederick Taylor, to achieve a mental revolution and emphasizes a fact that is not usually taken into account but that he has noticed in the early days of large companies: the greatest resistance to the application of the principles of scientific management usually does not it comes from the workers. It is management that often resists taking into account the science of the way of working; at the end of the day it is more comfortable to sit down and not establish production standards for others since in case your unit or department does not satisfy you either, you always have a reason, an explanation and a person who is “the cause of the problem and inefficiency ”. Taylor has observed that generally when people can earn more money,they usually want to learn new ways of learning what to do to be more productive. It is absolutely essential that management develop mechanisms that strengthen their cooperation with subordinates. The manager's job has to do with scientific administration, which implies the need to study production times, materials to be used, their cost, the necessary equipment, a detail of the procedures and practices to be carried out by the manager. subordinate, as well as quality standards. Once these have been determined, all the necessary information must be transmitted to the subordinates for the fulfillment of the tasks and this must be done through direct and intimate supervision. It is impossible to put it in clearer and simpler terms than Taylor does:Every action to be carried out by a subordinate must unfailingly follow something that the superior has done before (it is clear that he must plan but Frederick Taylor was a pragmatist of the first order and so he emphasizes something that the superior has done before; this would Taylor a precursor beyond Coaching, as he works on modeling). As a result of this intimate relationship, a close and intimate supervision, the notoriety for subordinates of the use of scientific management from the superior, greater disciplinary compliance is obtained and the natural conflict of non-scientific environments in the company is reduced.
Henry L. Gantt (1900)
Delivered to the scientific selection of workers and the "harmonious cooperation" between the workforce and the administration. Developed the Gantt chart. Emphasized the need for training.
Gantt was born in Calvert County, Maryland, USA. He graduated from McDONOGH School in 1878 and then went on to Johns Hopkins University. He worked as a teacher and cartoonist before becoming a mechanical engineer. In 1887, he joined Frederick W. Taylor in applying the principles of Scientific Stewardship with his work at Midvale Steel and Bethlehem Steel (where he worked with Taylor until 1893). In his consulting career (after the invention of the Gantt chart), he designed the task bonus system and wage payment system and other methods of measuring worker efficiency and productivity.
Some of Henry Gantt's most important contributions are as follows: i
- The Gantt chart: Still accepted as an important management tool, it provides a graphical calendar for planning and controlling work, and recording progress towards the stages of a project. The chart has a modern variation, in the Program Review and Evaluation Technique (PERT). Industrial Efficiency: Efficiency can only be produced by the application of scientific analysis to all aspects of work. The industrial management function is to improve the system by eliminating waste and accidents The Task Bonus System: Linked the premium paid to administrators with the effectiveness of training their workers Corporate social responsibility: In your opinion, companies have obligations to the welfare of society.
Frank and Lillian Gilbrethn (1900)
Frank is primarily known for his time and motion studies. Lillian, an industrial psychologist, focused on the human aspects of work, as well as understanding the personalities and needs of workers.
The works of Frank Gilbreth and Lilian Moller are relevant for several reasons. Thanks to her research, an interpretation of the study of displacements and the relevance of increasing production by reducing the effort made was originated. Perhaps even more relevant, however, is the importance given in her work to the relationship between management and social sciences.
Frank Gilbreth was primarily interested in the new area of displacement analysis, studying fields ranging from masonry to surgical procedures, professional baseball and golf. His Motion Study, published in 1911, was followed by Applied Motion Study in 1917. Frank Gilbreth is responsible for a categorization of manual displacements into seventeen divisions, called Therbligs (a term that comes from to spell "Gilbreth" backwards, transposing th) or, what is the same, basic units of production. A psychologist and professional training expert, his wife Lilian Moller was among the first to study the new area of industrial psychology. Her work The Psychology of Management,.published in 1916 and focused on the analysis of human factors in industry, it was a pioneering contribution and of great importance in this field.
MODERN THEORY OF MANAGEMENT BY OPERATIONS
Henri Fayol (1916)
Administration Industrielle et Genérale
Perhaps the true father of modern management theory is the French industrialist Henri Fayol. Realizing the lack of principles of administration and a method to teach it, he pointed out 14 principles, on which he stated that they are not absolute, but flexible and that they should be applied even if the conditions changed.
Let's look at some of those principles.
- Authority and responsibility. Fayol explained that authority and responsibility are related and that the second came with the first. He thought that authority was a combination of formal factors, those that come from the position of the administrator, and personal factors, "made up of intelligence, experience, moral worth, service history, etc." Unit of command. This means that employees must receive orders from only one superior. Fayol considered it a "chain of command" that ran from? directives to the lowest and that, although it should not be skipped unnecessarily, it should be abbreviated when it would be detrimental to follow it scrupulously. Group spirit. It is the principle that “unity is strength”, as well as being an extension of the principle of unity of command.
Fayol stressed the need to work as a team and the importance of communicating for this purpose. Fayol considered that the elements of administration were the functions of planning, organizing, commanding, coordinating and controlling.
BEHAVIORAL SCIENCES
Hugo Münsterberg (1912)
Application of psychology to industry and administration.
Münsterberg's philosophical conception is influenced by Fichte's voluntarist idealism. In his main philosophical work, Philosophy of values (1908), he attempts a synthesis between philosophical idealism and the contemporary philosophy of values. In the field of psychology he developed a theory of the action of consciousness closely related to behaviorism.
In recent years he devoted himself mainly to applied psychology. He made contributions in the field of legal psychology in relation to the problem of the reliability of testimonies, and also in the field of industrial psychology, developing a professional capacity test. Among his works are Contributions to Experimental Psychology (1889-1892), Fundamental Features of Psychology (1900), Psychology and Industrial Efficacy (1911).
Walter Dill Scott (1911)
Application of psychology to advertising, marketing and personnel.
It is too difficult to set a date for the founding of any discipline, however it is likely that psychology began on December 20, 1901. It was on that day that Dr. Walter Dill Scott, a psychologist at North Western University, gave a speech, analyzing the possibilities of application of psychological principles to the field of advertising. This was followed by a series of 12 articles that were subsequently combined, in 1903, into a book called The Theory of Adversitising, arguably the first book to involve the application of psychology to the business world. Scottwho later became president of said university, published other books on the same subject in the years that followed. He also wrote several books in which they tried to make psychology influence the broader field of business rather than just advertising. ii
Max Weber
Theory of bureaucracy.
Weber's model is absolutely formal and rigid. Authority is determined by positions and not by people and all the relationships that it establishes between people are formal, forgetting the individual and their behaviors. Thus Weber transformed the classic concept of authority into a legal one, over time these rules end up being formalized into legal norms that would determine the basis for social coexistence, economic policy… These authorities are the ones that make up the structure of the organizations. Weber was the first sociologist who studied organizations according to ideal models of behavior and developed a bureaucratic model, which he considered applicable to capitalist societies as well as those of the socialist type.
It defines the bureaucracy as an office system that is characterized by delays or impediments and that in most cases is related to activities of the State. Determines what can be improved if an ideal bureaucracy model is met that has the following characteristics
- a) Maximum division of labor b) Hierarchy of authority c) Determination of rules d) Impartial administration e) Safety at work f) Clear differentiation of assets.
He believes that when an organization respects the ideal model of bureaucracy, efficiency can be improved by ensuring that a large number of people can adequately perform their work and that those who are used under certain systems are treated with great efficiency.
His studies were highly influential, but the biggest criticism made is that he always considered ideal business and personal situations, "but there is no ideal."
Elton Mayo and FJ Roethlisberger (1933)
Elton Mayo, FJ Roethlisberger, and others undertook the famous experiments at the Western Electric Company's Hawthorne plant between 1927 and 1932. Before, from 1924 to 1927, the National Research Council conducted a collaborative study with Western Electric to determine the effect of lighting and other conditions on workers and their productivity.
The researchers found that when the lighting was increased or decreased, the productivity of the test group improved and they had decided to declare the experiment complete failure, but Elton Mayo of Harvard noticed something unusual and with Roethlisberger and others, the investigation continued.
What Mayo and his colleagues saw, partially based on earlier Pareto insights, was going to have a drastic effect on managerial thinking. Changing the lighting of the test group, altering rest periods, shortening the working day, and varying incentive pay systems did not explain the productivity changes. Mayo and his researchers concluded that the cause lay in other factors. In general, they found that productivity improvement was due to social factors such as morale, satisfactory relationships between members of a work group (the "feeling of being in a group") and good administration, a way of managing that understood the behavior of people, especially in a group, and channel it through social skills such as motivating, advising,direct and communicate. This phenomenon, generated by paying attention to people, is now known as the "Hawthorne effect."
SYSTEMS THEORY
Chester Barnard
The Functions of the Executive (1938)
Chester Barnard defines organizations as systems of cooperation for the achievement of shared objectives by two or more individuals. It incorporates the analysis of institutions as one of the social factors present in the total situation, both of the organizations and of the individuals that comprise them. The existence and permanence of the organizations will depend on the consideration of these social factors, whether as limiting or non-limiting of the actions that are undertaken for the organization to achieve its purposes. It clarifies that in the terminology it adopts, social factors operate on the individual from the various cooperative systems in which it participates, as well as from other social relationships.
Barnard explores issues of change, conflict, and competition between organizations and institutions by observing that individuals simultaneously participate in various formal organizations that require the contribution of their capabilities and will. For this reason, their permanence is constantly threatened, whether they fulfill their purposes or not; if they fulfill them, because they remain without a reason to exist once the objective is achieved; if they do not comply, because they lose legitimacy in their environment, which will make it difficult for them to have the supplies they require to continue operating. In addition, when individuals interact with each other, they modify the reasons that originally led them to decide to cooperate with the organization.All of this forces the organization to change to remain by adjusting its purposes to the transformations of its total situation; Such adjustment is one of the functions of the leading elements: the continuous reformulation of objectives common to all members who cooperate in the organization so that it acquires or maintains legitimacy in the face of its social environment and in this way its contributions to that society are adequately paid..
EMERGENCE OF MODERN ADMINISTRATIVE THOUGHT.
Peter F. Drucker (1974)
With 31 books written translated into twenty different languages, he had to be an eclectic thinker for an eclectic science - art like management to be its most prominent guru of the 20th century. Nobody is a prophet in his land and thus Drucker being Austrian by origin and a journalist by profession, but not an administrator, represents the thought of an era full of changes in all areas of organizational behavior; primarily in the States
States of North America and later worldwide.
Free thinker, lover of simplicity, tireless observer and visionary bordering on the prophetic, Drucker manages from the concept of administrative decentralization in his early days as a consultant at General Motors to the learning communities of today. His innumerable contributions to administration border on his full thought of philosophy, considering it neither science nor art but a profession.For me personally Peter Drucker is an icon that guides me at the beginning of a budding career such as Administration in the 70's, I read it since then, maybe I did not understand it in all its dimensions, but I always consider it as what the Administrator of the Administrators was and will be. Why this denomination? Peter Drucker through his writings and as a free thinker on the subject,generated a whole current that at the same time was not fully understood:
What a good manager does: He has to look for and find opportunities, he must define his strategies and thus be able to operate. Focus more on the opportunities than the problems.
Manage the basics: inflation, liquidity, productivity, and the cost of staying in business. In addition to knowing and managing the population and its dynamics.
The ability to find patterns between seemingly different disciplines.
Never say "I" say "we"
Decentralization and "loss of control" when societies existed in completely centralized systems.
The power of people and their knowledge when even - and sadly -, in our days we are considered - people - as "spendables" or "expendable", easily substituted by computer programs or by other people "cheaper" or more young boys.
Attracting and keeping talent are two of the most important functions of a good manager.
Making organizations really think about their reason for existing or being.
You haven't decided anything until you have found a way to implement it.
The social responsibility of corporations.
Approving the free market but not capitalism.
Focus on your customer, successful organizations meet the needs of their customers.
The importance of relationships and their interrelationships in the formation of communities beyond self and (or) us.
Cooperative communities.
W. Edwards Deming
Introduced quality control in Japan.
Its philosophy is based on discovering improvements in the quality of products and services. It said that HIGHER QUALITY, LOWER COSTS = HIGHER PRODUCTIVITY.
The basis of its philosophy is structured by the following aspects:
- Discover improvements: Products / Services Reduce uncertainty and variability in processes In order to avoid variations, propose a CYCLE Higher Quality Higher Productivity The administration is responsible for improving Quality
And since his cycle is part of the basis of his philosophy, we will know a little more about it.
The Deming Cycle
The Deming Cycle is an improvement methodology. It was known as the Shawhart Cycle in honor of its founder. In 1980 the Japanese changed it to the Deming Cycle.
The PHVA Cycle is very useful to structure quality improvement plans at any executive or operational level and is a continuous improvement strategy.
This cycle is known as:
The Deming cycle
The Quality cycle
Continuous improvement spiral.
This cycle is based: «on the premise that improvements come from the application of knowledge».
This cycle is structured in four aspects to be carried out:
- Plan: Establish objectives and method to achieve them What to do? How to do? Do: Generation of Products / Services Training do what is planned Verify: Performance evaluation Act: Corrective and preventive actions How to improve Next time
To provide feedback on this topic of the PDCA Cycle, you can watch this video below.
Deming not only spoke about this cycle but also exposes 14 points of senior management to achieve quality, productivity and competitive position, these are the following:
- Create a Vision of the future and commit to it Learn to live the new philosophy of quality Understand the purpose of inspection and its role in improving processes and reducing cost Stop making decisions using price as the only parameter Improve in a way constant, and always, the production and service systems Formalize training of all personnel Replace traditional supervision with effective leadership Eliminate fear and replace it with trust and a climate of innovation Optimize and focus teamwork towards business goals Stop using slogans and exhortations to motivate workers Eliminate numerical quotas and goal management Remove obstacles that prevent employees from taking pride in their workPromote education and personal improvement Ensure that all of the above is done
These are the steps that Deming exposed and that make a company develop and therefore be highly competitive, it not only works in the company but also in people's daily lives, with the PDCA cycle and these steps you can have a life full of successes and you can plan ahead.
In addition to these strategies, Deming mentioned what he called "The Seven Deadly Diseases" which, in his opinion, harmed the competitiveness of organizations in his country.
- Lack of commitment to quality and continuous improvement Emphasis on short-term profits Stimulate staff performance through evaluation Instability of senior management turnover Manage the business only based on visible indicators Increase in costs of social security and absenteeism. Warranty claim costs.
Laurence Peter (1969)
He observed that, in the end, people are promoted to levels where they are incompetent.
As a conclusion of successive fieldwork in a very wide range of organizations and institutions Peter Lawrence observes inefficiency everywhere and is dedicated to examining the reason for it (as Eric Gaynor Butterfield pointed out:, is that the inefficiency is democratically distributed ”, supported by a principle of organization and methods that suggests“ Why are we going to make things easy and simple… if we can make them difficult and complicated ”.
On the one hand, organizations verbalize, orient themselves and also take actions with the purpose of increasing their performance within their own organizational structure, which is usually pyramidal and, therefore, is supported by a system of hierarchies. In turn, the hierarchy system is based on one of its basic principles that maintains that the greatest and best knowledge, skills, abilities and competencies are concentrated at the top of the organization, and that to achieve this, the promotion system within the organization The business is based on choosing the person who performs most effectively in a hierarchical position to promote to the top position.
And here comes one of the corollaries of this Canadian creative Peter Lawrence:
"In the course of time each and every one of the positions and organizational roles are occupied by an employee who is incompetent to carry out his duties." And this is done by the organizational participants until reaching a plateau that he himself calls "Peter's Plateau" in which the Promotion Coefficient is equal to 0.
The question that arises then is the following: How do companies and organizations do the jobs they have to do? And the response Lawrence provides suggests that jobs within these organizations are performed by those who have not yet reached their level of incompetence (they remain in their positions and have not been promoted). Regarding the concept and practice of promotion, Lawrence suggests that when referring to promotion, it only takes into account promotions that are genuine, and that "up kicks" and "side passes" are merely pseudo-promotions.
It carries out some developments that are unique and particular, highlighting that organizations that are divided horizontally into two classes can be more efficient than those where this barrier does not exist (more democratic organizations). The advantage of the former is that those who are at the lower level and cannot go to the upper first half, keep working throughout their career or existence in positions where they are efficient.
Another suggestion from Peter Lawrence, and different from his colleagues, is his appreciation of the little practical use of aptitude tests, since these people generally reach their level of incompetence in less time.
He also points out that the usual methods to accelerate a promotion to the level of incompetence are two, which he calls "pull" and "push". For Peter Pull it is the result of a relationship between the incumbent with a person who is at a higher level within the organization, the relationship being supported by blood ties, marriage (which recalls one of the books of
Parkinson: "From marriage to heritage"), or friendship / familiarity. In turn, "Push" manifests itself in organizations as a result of an abnormal interest that people have in self-improvement and / or training, showing a cynical aspect that is present in entities, although this should not be discussed. The "Pull" method is not influenced by these last components, which suggests that "Pull" is more effective to grow within the organizational structure and gives validity to the expression: "never exercise the Push when you have Pull options."
William Ouchi (1981)
He analyzed Japanese administrative practices, adapted to the American context.
Ouchi goes a dimension beyond the work of Douglas Mc Gregor who suggests the existence of different managerial philosophies which Douglas calls Theory X (of a mechanistic type) and Theory Y (of an organicist type) and refers (Ouchi) to a new philosophy organizational structure which he calls Theory Z. "Theory Z" would include those North American companies that have incorporated components of the Japanese "organizing" model. This “Z” style includes among other features:
- long-term employment (though not for life) rather slow promotion system training accompanied by socialization that takes into account organizational values intensive investment in training and training fewer differences between people and roles think more about people before making changes of processes and technology to a great extent privilege teamwork rewards take a team profile rather than individual use of a greater number of qualitative components to evaluate the organization make changes but always within the current organizational culture selection of personnel from within the company greater homogeneity holistic view of the organization
There is a fairly common phrase in the United States of America that has to do with the “higher productivity of Japanese companies”, and in relation to this Ouchi suggests that Japanese culture in general facilitates this process. The Japanese take a lot of pride in being able to work until the end of their days, while in “successful” western cultures the idea that goes around in the heads of managers and directors is related to “living without working” during their last years as a consequence mainly from your savings or your pension system.The success of Japanese companies may be due to different factors and we must not fail to consider the fact that there is a greater degree of trust and better inter and intra-personal relationships as well as a greater degree of intimacy than that present in "Western" companies.. The trust that the directors and managers of Japanese companies place in their staff ensures a greater degree of effectiveness as a consequence of orienting themselves towards global organizational objectives over and above the sectoral objectives.
Japanese directors and managers know their subordinates better and are also closer to them than those who lead North American corporations. This closeness of superiors with subordinates in Japanese companies and with a fairly long duration in time, means that both selfish and other dysfunctional behaviors do not appear as often as they do in North American companies.
Thomas Peters and Robert Waterman (1982)
They identified characteristics of those companies that they considered excellent.
Although they did not invent it, they popularized the notion of identifying a short list of factors or variables about what made a company "great." Whether the topics are correct or not is debatable, but the key is that they created a common format and language to assess a company's success beyond typical financial metrics.
His conclusions were more than correct. 7 of the 8 variables to which the book refers have survived throughout these 34 years. Just the idea of sticking around has proven to be a poor practice in some industries, although it makes sense for companies in some industries, such as automotive.
His work sparked a growth in the business gurus industry. And whether it is a good thing or not, few can deny that the birth of this trend has a lot to do with "In search of excellence."
According to the authors, the keys to excellence have to do with focusing on people, customers and action. Three areas that created the 8 variables identified in his work:
- Willingness to action: active decision making, ready to shoot, experimentation Close to the consumer: understanding the consumer, obsession with service and quality Autonomy and entrepreneurship: fostering innovation, internal challenges, tolerating failure Productivity a through staff: create a culture of trust and respect but aggressive towards results, treat people as adults, as partners Mobilization around a key value: beliefs and guiding principles that guide daily practices, overlap the objectives they provide A direction to action Focusing on one function: staying in the business you already know, doing what you do best Simple and understaffed structure: dealing with complexity by keeping the organizational structure as simple as possible.Simultaneous flexibility and rigor: find out which needs have to be consistent or standardized and which differentiated and autonomous, offering an appropriate latitude for employees at any level to be involved in the work.iii
RECENT STUDENTS FROM THE ADMINISTRATION:
Today's Gurus iv
Michael E. Porter
Harvard Business School professor and prolific writer on strategy topics. He is president of the Institute for Strategy and Competitiveness1 at HBS, and also directs the HBS program at Harvard University for new CEOs and presidents of large corporations.
From an orientation to competitiveness issues, with innovations as important as the value chain, the five forces model, strategic groups or the very concepts of competitive advantage and strategy, Porter has increasingly focused on the environment of companies and corporations, always from that competitive orientation.
Tom peters
He proposed a pioneering vision of what distinguishes excellent companies as one of the most recognized business and management intellectuals in the world.
He has written numerous books, among which several have been best-sellers. Your book
"In Search of Excellence" is considered one of the great books of management literature of all time.
Robert B. Reich
An American economist, university professor, columnist, communicator and politician, he was Secretary of Labor in the Clinton administration, known for his defense of workers' rights and the increase in the minimum wage.
In his book "The Work of Nations" (1991) he argued that the competitiveness of a nation depends on the education and skills of its people, in connection with the infrastructure and not mainly on the profitability of the companies.
Peter M. Senge
An organizational learning expert explains that a company manages to grow and be competitive in the market when it learns from its experiences, since through these experiences it will be able to detect and correct errors and traps that may affect the growth of the organization.
And building smart organizations requires that they take and practice five disciplines: personal mastery, mental models, building a shared vision, and team learning.
Gary hamel
Considered a leading thinker on strategy and innovation, Gary Hamel is a management expert from the United States, founder of Strategos, a Chicago-based international management consulting firm.
The Wall Street Journal ranked him in 2008 as one of the most influential business experts in the world. In addition, Fortune magazine has called him "the world's greatest expert on business strategy."
Charles Handy
Social philosopher who predicted the shrinkage of organizations and the rise of self-employment. He also made a typology of managerial leadership exemplified with mythological characters.
No manager can afford to ignore the four divinities of management that Handy describes in his book entitled precisely "The Gods of Management" where he uses the gods of Greek mythology to symbolize and describe four basic types of organizational culture with Zeus, Apollo, Athena and Dionysus.
Don tapscott
An expert in the application of technology in business and an authority on the economic and social impact of technology, he is known for anticipating business trends generated by innovation.
With a unique, dynamic and global perspective on how technology affects marketing, talent and innovation, Tapscott specializes in core issues such as the global economic crisis, the “Generation Network” and the strategic value of innovation.
An advisor to business and government leaders around the world, he is the author of multiple international bestsellers on innovation, such as “Wikinomics” and “Macrowikinomics”.
Edward tufte
He is Professor Emeritus at Yale University, where he taught courses on statistical evidence and information and interface design. He is the author of several books on quantitative information visualization.
He is a defender of minimalism in the graphical representation of data and the elimination of all kinds of attributes that interfere with its understanding. It advocates a sober style in which information about the ornament prevails.
W Chan Kim and Renee Mauborgne
W Chan Kim is Co-Founder and Co-Director of the INSEAD Blue Ocean Strategy Institute and the Bruce D. Henderson Boston Consultation Group and Principal Professor of INSEAD in France.
Before joining INSEAD he was a professor at the University and School of Business in Michigan USA. He has served as a member of the board, as well as an advisor to several multinational companies in Europe, USA and Asia. He is an advisory member of the European Union and a country adviser in Malaysia. Notably, he was born in Korea.
Kim is also a member of the World Economic Forum, writes articles for the Harvard business magazine that are co-authored with Renee Mauborgne and that these articles are also the best sellers in the world and have managed to sell more than half a million reprints.
Renee Mauborgne is a distinguished colleague at INSEAD and professor of strategy. Both Kim and Mauborgne are Eldridge Award Winners
Haynes Award from the Academy of International Business and the Eldridge Haynes Memorial Trust of Business for the best and original work in the field of international business .
Conclusions
Although it is possible to delve into each of the proposals of the gurus mentioned here, analyzing in detail the works and works carried out by them, what is sought with this article is to show that in each of the companies today it is still alive each of the theories sometimes given by the moments that companies live. In this way, each one adapts the best of these to their needs and sometimes the theory and application of it will be consistent throughout the company for a long time and at other times it will be enough to want to implement it to realize that it is not the right one.
Bibliography
- 100 Business. (sf). Obtained from www.100negocios.com: http://www.100negocios.com/gurus-dela-administracion-segunda-parte Biographies and lives. (sf). Obtained from www.biogramasyvidas.com Boyett, J., & Boyett, J. (1999). The Gurus speak. Norma.Insttute, TO (sf). The OD institute. Retrieved from http://www.theodinstitute.org/joomla/quedicen-los-expertos-en-empresas-y-do/10-autores/189-taylor-frederick-w.html Koontz, H. (sf). Administration Elements. An international approach. McGraw-Hill. Leiner, AB (nd). Max Weber and the sociology of professions.UNAM. (sf). Engineering UNAM. Obtained from www.ingenieria.unam.mx:
