Fredick Winslow Taylor (1856 - 1915):
Fredick W. Taylor, or better known as the "Father of Scientific Management." He was one of the greatest exponents of the School of Classical Administration. Taylor was an American Industrial Engineer. He studied in Europe and developed in the metallurgical industry, where he carried out much of his research.
In 1887 he joined the Midvale Steel Company, where he rose to the position of head of model design and carried out very important studies, the basis of his theories. Taylor was greatly influenced by H. Robinson Towne, whom he recognized for his contributions to his work, although he criticized his payment systems. In 1900 Taylor presented his studies at the Midvale Steel Company to the American Society of Mechanical Engineers.
Main Contributions of Taylor:
- Standardization of operations to measure quality. Time and movement studies. Uniform and Compulsory Production Procedure. Selection and Training of Workers. Integration of the Worker to the process. Labor payment system. Production cost system.
(Rodríguez, 2006, p. 56)
His contributions were very valuable to many organizations during the Industrial Revolution stage, where they sought to maximize the productivity of companies due to their rapid growth.
Frank B. Gilbreth (1868 - 1924):
He was born in 1868. Despite having passed the Massachusetts Institute of Technology (MIT) entrance exams, he decided to enter the construction industry as a mason apprentice. Gilbreth, after Fredick Taylor, studied times and movements to the point of seeking maximum efficiency and perfection in the movements of workers.
Gilbreth had great support and influence from his wife (Lilian M. Gilbreth), who was a doctor in psychology focused on the branch of social sciences.
Gilbreth's main contributions:
- Principles of Ergonomics Use of cameras in time and motion studies Use of statistics in administration Code of symbols for diagrams Principle of Administrative Process Study of Movements (Therbligs - Symbols) Qualification of Merits (White List System)
(Rodríguez, 2006, p. 63)
Henri Fayol (1841 - 1925):
He was born in Constantinople (now Istanbul), studied as a Geological Engineer and is a French national. He ran the prestigious Comambault coal mining company for more than 30 years and distinguished himself by bringing it out of bankruptcy.
He is one of the most recognized authors in the field of administration, his philosophy is commonly known as Fayolism. Like Taylor, he considered it necessary to introduce a scientific method to management, since he observed that empiricism was very common in management. Unlike Taylor (focused on processes), Fayol was dedicated to organizing the direction.
Fayol's main contributions:
- The University of AdministrationAdministrative Process (PA) General principles of administrationFunctional areas in organizationsCreator of the Paris Study CenterAdministrative and Managerial Skills by hierarchies
Elton Mayo (1880 - 1949):
Australian sociologist, expert in psychology (social factors and industrial relations). He was one of the most prominent authors in the field of human relations. He is famous for his participation in the Western Electric (WE) studios in Hawthorne, an industrial town in Illinois, USA.
Hawthorne experiment:
Prior to Elton Mayo's participation, the company had conducted an experiment where they had a control group and another experimental group. They changed the lighting conditions to the experimentation group to the point of almost leaving them without lighting. When the WE lighting was returned to normal, it discovered that production increased, concluding that it is a determining factor in production. However, in the control group (who were in normal lighting conditions) they found that they also increased production, resulting in their conclusions being invalid.
During the participation of Elton Mayo and Lloyd Warner they carried out three experiments in which the following results were obtained:
- It determined that they were under a psychological phenomenon. The failure of the experiment was that the workers knew that they were being observed. The open interviews allowed the workers to open up and express their opinions, even to vent. It was determined that the state of Mood has a decisive influence on productivity Economic incentives have little impact on productivity Workers maintain a close relationship with each other, generate values, beliefs and a culture or general vision with the same ideas, in most workers.
Max Weber (1864 - 1920):
He studied law and was a university professor and one of the most important sociologists of the 19th and 20th centuries. Weber, despite not being considered a structuralist (his work predated the appearance of this school), his works were an important precursor to the emergence of the structuralist current.
The most important contributions he made to administrative theory are:
- Concept of bureaucracy Ideal model of bureaucracy Classification of authority
One of his most outstanding contributions was the concept of “Bureaucracy”, a word of French origin buro (desk) and cracia (domain). Therefore, I develop an ideal model which is a set of principles and rules for the administration of public servants.
Ideal Model of Bureaucracy:
- Maximum division of labor Hierarchy of authority Rules that define responsibility and work Objective attitude of the public administrator Technical qualification and safety at work Avoid corruption
(Rodríguez, 2006, p. 121)
Eliyahum M. Goldratt (1947 - 2011):
Bachelor of Physical Sciences from Tel Aviv University and Master and PhD from Bar-Ilan. He is recognized mainly for his works The Goal, It was not luck, The race and The haystack syndrome. Novels that have the characteristic of being easy to understand and read.
He was a visionary who, through his works, hinted at the importance of analyzing bottlenecks or restrictions.
Goldratt tells us that one hour lost in a bottleneck is actually one hour lost in the entire production floor. It emphasizes that it is necessary to reduce inventories to a minimum stock that can meet the needs of the company.
Abraham Maslow (1908 - 1970):
Exponent and pioneering psychologist of American nationality. Who published in 1943 his theory on human motivation, where he argues that needs are the engine of man and are the basis for behavior (bio-sociopsychological). He classified the needs in primary and secondary.
Maslow classified the needs as follows:
- Physiological Safety Social relationships and acceptance
- Self Esteem Self Realization
Maslow affirms that the attitudes and values of supervisors are decisive in development, productivity, creativity and even happiness. For example, if a manager misrepresents an employee as lazy or a cheater, he is unconsciously acting on that employee's self-image. On the other hand, if that manager has a good image of that employee, there is a motivational and mental effect that raises the employee's self-esteem.
Douglas McGregor (1906 - 1964):
American psychologist who studied at Harvard, where he later finished as a professor of psychology and management at that institution. His thesis is based on the "Values" of administrators, directors, managers and supervisors. Douglas defines a value as: "an ingrained belief about what should be and what is correct" (vision or way of seeing things).
McGregor's theory has its bases in Maslow's work regarding the self-realization of the human being at work. It emphasizes that a bad boss can cause his workers to be good or bad (better known as the Pygmalion effect).
One of his main contributions to the administration was the introduction of Theory X and Theory Y which we explain below.
Theory X
- The worker is indolent by nature Lacks ambition prefers to be managed Is self-centered and indifferent to organizational needs Is reluctant to change
Theory Y
- The worker has initiative and is responsible Desires to cooperate and achieve goals that he considers valuable Able to control and direct himself
Peter Drucker (1909 - 1995):
Austrian sociologist, nationalized American. It has a lot of prestige among managers and directors of companies. Drucker argues that control is an instrument, not an administrative purpose. You have said that the administration should be done by objectives and not by control.
Drucker states that companies should pursue goals such as:
- Market positionInnovationProductivityPhysical and financial resourcesProfits or profitsExecution performance-CompetitivenessWorker attitudesPublic Responsibility
(Rodríguez, 2006, p. 235)
Michel E. Porter (1947 - X):
Professor at the Harvard Business School, an American national. He was the creator of the Strategic Planning tool (PE). Where it stipulates that companies must study the set of forces (5 Porter forces) to ensure that their investments or products are distinguished by: price, brand, functionality etc. This will allow them to be competitive companies that will have a set of satisfied customers and loyal suppliers who share the business vision.
PE is characterized by incorporating into companies the concepts of Mission, Vision, Objectives and Values. All this is a frame of reference to evaluate the competitiveness of companies with others in the same sector. We can define competitiveness as the degree of effectiveness and the ability of the company to face its competitors.
The 5 forces that move competition in the industrial sector are the following:
- Direct Competitors Suppliers Chain Buyers Substitutes New Competitors and Emerging Investors
(Rodríguez, 2006, p. 310)
Edwards Deming (1900-1993):
He was born on October 14, 1900, he is the son of William Deming (lawyer) and Irene Edwards (pianist). At age 17, he completed a bachelor's degree in engineering at the University of Wyoming. Later it would receive in 1927 like doctor in physics in the University of Yale.
Deming is one of the key exponents to understand the principles of quality and apply it as an indispensable element in the work of the administrator and companies.
Determine that quality is based on current and future consumer needs. Determines that quality is determined by the following factors: Product (standards), The user (how they use the product) and Service during use (warranties, spare parts).
Deming spread the quality cycle that bears his name (Plan, Do, Check, Act). It points out that products and services can be improved with a continuous improvement process.
He proposed 14 principles for continuous improvement:
- Create in all members of the company, awareness of continuous improvement Adopt the new philosophy of quality in senior management and all sectors of the company as part of an organizational culture Redefine the mission of supervisors and their authority to improve processes.End the practice of awarding purchases only on the basis of price Constantly improve production and service processes Institute training Teach and institute leadership for continuous improvement Expel fear Optimize team efforts by breaking down barriers between departments Eliminate slogans and Exhortations to the workforce Production quotas Remove barriers that rob people of manufacturing pride Encourage self-improvement in quality of life Take action to achieve transformation
Joseph M. Juran (1904 - 2008):
He was born in Romania in 1908, he was a nationalized American engineer. He worked as a quality manager at Western Electric Co. Deming is recognized worldwide for his contributions to the quality development of industrial organizations.
Juran argues that quality as "fitness for use". His main contributions are the following:
- Juran's Race The Quality Trilogy Iceberg of Quality Costs
Philip B. Crosby (1926 - 2001):
A former war fighter in Vietnam, he was an American doctor and worked as a quality director for the International Telephone and Telegraph (ITT), where he applied the bases of his knowledge. It is recognized worldwide for the concept of "zero defects" and quality right the first time.
According to Crosby, there are three basic components to establishing and operating programs for problem solving and quality improvement:
- Four Foundations or Pillars of Quality Five Principles of Quality Management Fourteen Steps to a Quality Improvement Program
(Rodríguez, 2006, p. 356)
Massaki Imai (1930 - X):
The Japanese have been leaders in quality issues in recent years and are creators of world-renowned practical tools. Massaki Imai graduated from the University of Tokyo. He is world renowned for being the author of the book "Kaizen: The Key to Japanese Competitive Advantage".
The word Kaizen in Japan means Continuous Improvement in everything, products, services and even social, family and work life. Kaizen has a vision of continuous improvement that is slow and gradual (small steps).
Kaoru Ishikawa (1915 - 1989):
He is a Doctor of Industrial Engineering from the University of Tokyo, has been a consultant for Japanese companies and has obtained important awards such as: The Shewhart Medal and the Deming Prize. He is recognized worldwide for being the creator of the concept "Total Quality".
Ishikawa maintains that quality control is based on seven basic tools. The skills must be taught at all levels and not just in engineering areas. The seven tools of quality are as follows:
- Process Chart Record Sheet and Comparison Sheet Pareto Chart Cause-Effect Chart Correlation and Scatter Chart Control Chart and Six Sigma Histograms
Michael Hammer (1948 - 2008):
Considered one of the leading management thinkers of the 1990s. He was a consultant and company advisor. He is world famous for being the creator of the concept of Re-Engineering and Process Approach.
Reengineering is an approach to managerial thinking that involves reinventing the organization without stopping the company, something very similar to totally designing the company without frames of reference. It is important to visualize the modification of processes through new technologies and simplification of processes.
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