This article presents the main thinkers or so-called Management Gurus, from classical to modern economics and from the first civilizations to the current ones. The main ideas shared in each stage of administrative thinking and the main characters and their ideas that through their contributions make up current administrative thinking are reviewed.
gurus-of-the-administration-and-their-contributions-aldoIntroduction
In this Article it will be announced to those who have been the Gurus or masters of administration, throughout the history of humanity brilliant minds have appeared that have helped to know in a better way the way in which a company should be carried out. good administration, to begin we are going to define what it means to be a Guru.
According to (RAE, 2018) In Hinduism, spiritual master or religious chief, or person who is considered a teacher or spiritual guide, or who is recognized as intellectual authority.
Starting from this, we will meet the greatest intellectual exponents of the administration, we will know their greatest contributions to the administration, as well as in the organizations and likewise we will publicize the school to which its administration philosophy belongs.
It should be noted that the administration arose for thousands of years with the Sumerians, the Egyptians and the Chinese, however, for thousands of years the administration remained stagnant to a certain point because it was not considered a science and was simply seen as something secondary, It was from the end of the 19th century and the beginning of the 20th century when the administration boom began and it began to be seen as a science, the greatest exhibitors of it emerged and left us their legacy in each of their theories about the administration.
According to (UNAM, 2008) the chronology of the administration is as follows:
5000 BC JC Sumerian Scripture; record keeping.
4000 Egyptians. The need to plan, organize and regulate is recognized.
2700 Egyptians. The need for honesty or fair play in management is recognized. Interview Therapy "Don't Hold It, Expel It."
2600 Egyptians. Decentralized organization.
2000 Egyptians. The need for a written response is recognized. Use of a body of advisers.
1800 Hammurabi Control for the use of testimonies and writing: establishment of the minimum wage; recognition that responsibility cannot be transferred.
1600 Egyptians Centralization in the organization.
1491 Hebrews. Organization concept, hierarchical principle, delegation principle.
1100 China. The need for organization, planning, direction and control is recognized.
500 Mencius. Recognition of the need for systems and standards. China Recognition of the principle of specialization. Sun Tsu Recognition of the need to plan, direct and organize.
400 Socrates. Enunciation of the universality of the administration.
325 Plato. Statement of the principle of specialization. Alexander the great. Use of the general staff (Staff).
1340 L. Pacioli. Double entry accounting. (Genoa)
1395 Francisco Di Marco. Cost accounting practices.
1410 The Soranzo brothers. Use of the journal and ledger.
1418 Barbarigo. Forms of business organization; works on used accounting processes.
1436 Arsenal of Venice. Cost accounting; invoices and balances for control; numbering of inventoried parts; interchangeability of parts; use of personnel administration; standardization of parts; inventory control; costs control.
1500 Sir Thomas More. Call to specialization; complaint of faults due to poor administration and leadership.
1525 Nicolás Machiavelo. Principle of confidence in the consent of the masses; the need for cohesiveness in the organization is recognized; enunciation of the qualities of the boss.
1767 Sir James Steuart. Theory of the source of authority; automotive impact.
1776 Adam Smith. Application of the principle of specialization to manufacturing workers; concepts on the computational control of returns.
1785 Thomas Jefferson. He drew attention to the concept of interchangeable parts.
1799 EIi Whitney. Scientific method; use of cost accounting and quality control; applied the concept of interchangeable parts; recognition of the field of administration.
1800 James Watt Matthew Boulton Soho England. Operating guideline procedures; specs; working methods; incentive salaries; normal times; normal data; Christmas employee meetings; Christmas bonuses notified; mutual insurance company for employees; use of audits.
1810 Robert Owen New Lanark Scotland. Need for recognized and applied personnel practices (relationships); the responsibility of training workers is assumed; construction of sets of clean houses for workers.
1820 James Mill. Analysis and synthesis of human movements.
1832 Charles Babbage. Emphasis on the scientific approach; emphasis on specialization; division of labour; Time and movements study;
cost accounting; effects of colors on employee efficiency.
1835 Marshall, Laughlin. Recognition and discussion of the relative importance of the functions of the administration.
1850 Mili, et al Field of control; unity of command; control of materials and work; specialization-division of labor; incentive wages.
1855 Henry Poor. Principles of organization, communication and information applied to railways.
1856 Daniel C. McCallum Use of the organization chart to show the structure of the administration. Systematic management application to railways
1871 William S. Jevons. Study of movements in the use of the hoe; study of the effects on the employment worker of different tools; fatigue studies.
1881 Joseph Wharton. He established a business administration course at the university level.
1886 Henry Metcalfe. Art of administration, science of administration. Henry R. Towne. Administration science.
1891 Frederick Halsey. Rewards plan on wages paid.
1900 Frederick W. Taylor. Scientific administration; systems application; personnel management; cooperation between labor and administration; high wages; equal load between work and administration; functional organization; delegation principle applied to marketing; cost system; study of methods; time study; definition of scientific management; emphasis on manager tasks; emphasis on research, modeling, planning, control and cooperation.
1901 Frank B. Gilbreth. Science of the study of movements; therbligs.
Henry L. Gantt Homework and Bonus System; humanistic approach to work; Gantt charts; responsibility of the administration for the training of
workers.
1910 Hugo Munsterberg. Application of psychology to managers and workers. Walter Dill Scott. Application of psychology to propaganda and personnel. Harrington Emerson. Engineering efficiency; efficiency principles. Hugo Diemer. Pioneering text in factory management.
1911 Harlow S. Person. The first conference on scientific management began in the United States; gave academic recognition to scientific management. John C. Duncan. Comprehensive text at the university level in administration.
1915 Horace B. Drury. Critique of scientific administration-reaffirmation of initial ideas. Robert F. Hoxie. Critique of scientific administration-reaffirmation of initial ideas. FW Harris. Inexpensive model for batch size. Thomas A. Edison. Mechanism of a war game to evade and destroy submarines.
Henry Fayol. First complete theory of administration; principles of administration; recognition of the need for administration to be taught in schools.
Alexander H. Church. Functional concept of the administration; first American who explains the totality of administrative concepts relating each component to the whole. AK Erlang. He anticipated the theory of queues.
1917 William H. Leffingwell. Scientific administration applied to the office. Meyer
Bloomfield Founder of the personnel management movement.
1918 Carl C. Parsons. The need to apply scientific management to offices is recognized.
1919 Ordway Tead. Application of psychology to industry. Monis L. Cooke. Various applications of scientific administration.
1923 Oliver Sheldon. He developed a philosophy of administration; principles of administration.
1924 HG Dodge HG Roming WA Shewhart Use of the theory of statistical inference and probability in inspection by samples and in quality control by statistical means.
1925 Ronald A. Fisher. Various modern statistical methods including the chi-square test, Bayesian statistics, sample theory, and design of experiments.
1927 Elton Mayo. Sociological concept of working groups.
1928 TC Fry. Statistical foundation of the queuing theory.
1930 Mary P. Follet. Management philosophy based on individual motivation. Focus of the operational group to solve management problems.
1931 James D. Mooney. The principles of organization are recognized as universal, 1938 Chester I. Barnard. Theory of the organization; sociological aspects of administration; need for communication. PMS Blacket. Operations research.
1943 Lyndall Urwick. Collection, consolidation and correlation of the principles of administration.
1947 Max Weber, Rensis Likert and Cris Argyris. In organization theory, emphasis was placed on psychology, social psychology, and research on human relationships; incorporation of an open-system in the theory of the organization.
1949 Norbert Wiener and Claude Shannon. Management was emphasized in systems analysis and information theory.
1951 Frank Abraham Benjamin M. Selekman. Reintroduction in administrative thinking of administrative policy.
1955 Herbert Simon Harold J. Leavitt Robert Schlaifer. Emphasis was placed on human behavior in decision-making, seeing it as an identifiable, observable and measurable operation; Attention in administrative psychology was increased.
Administration gurus and their contributions.
Classical School
Henry Fayol (1841-1925)
He was an engineer of French origin, born in 1841, considered the father of modern administration and a great promoter of it. Fayol saw the problems of the company as something that should be of interest to the higher levels of management and not just problems derived from the lower levels such as the operational one. In 1916 he published his work "Administration industrielle et generale".
His main contributions were:
- Postulation of 14 universal principles of administration that are applicable to all forms of human organizations: division of labor, authority, discipline, unity of command, unity of direction, remuneration, centralization, scalar chain, order, equity, staff stability, Initiative and union of the staff. Definition of five major stages in the administrative process: planning, organization, direction, execution and control. Identification of six functions carried out by companies: technical, commercial, financial, security, accounting and administrative.
Frederick Winslow Taylor (1856 - 1915)
He was an engineer born in the United States, he is considered the father of engineering efficiency and a forerunner of scientific management. He was born in 1856 in
Philadelphia USA.
Their doctrines were badly perceived at first, because the bosses used the study of times and movements to an advantage and saw it as a way to achieve greater results from the workers through a lower payment. The labor unions harshly condemned Taylorism. due to this the quality and productivity decreased. His main work is Scientific Management, published in 1911.
His main contributions were:
- Carry out a critical analysis of the companies in operation. I develop a new vision of the administration in which it proposes:
1. Pay high wages and have low unit costs of production.
2. Establish scientific research and experimentation methods to formulate standard processes that allow the control of operations.
3. Scientifically select employees, to be placed where they can apply their skills.
4. Train employees to develop their skills in job performance.
5. Develop a close and friendly cooperative environment.
Henry Gantt (1861-1919)
He was a US-born mechanical engineer. Famous consultant who created the Gantt chart in 1910, he worked with Frederick Taylor on the principles of scientific management. Already as a consultant in 1910, he designed a system of job bonuses and also a system for the payment of wages and other methods of measuring efficiency and productivity in companies. Its main contribution the Gantt chart is a graphical planning calendar which is still used today as a method for planning and control of work, as well as a record of the processes or stages to follow in a project.
He also spoke about industrial efficiency, which said that its main function was to eliminate waste and accidents within the industry, he emphasized that workers should be well trained to carry out some work and be better developed for it. same.
Max Weber (1864 - 1920)
Born in Germany, he was a sociologist and economist. He did not consider the bureaucracy as a social system, rather he considered it as a power mainly, in order to determine this, Weber began to study the types of society and authority that existed. According to Weber, there are three models of society, which are: Traditional, where patriarchal characteristics predominate more than anything else, such as the family. Charismatic in which mystical, arbitrary and personalistic characteristics predominate, as in political parties. Bureaucracy in which rationality in the means and ends, as well as impersonal norms, dominate the traits. Weber was against class consciousness and nepotism, he devised a theory about how companies should be in organizations based on authority.
Frank and Lillian Gilbreth. (1868 - 1924) (1878 - 1972)
Frank in the beginning began to work as a mason apprentice, it was there that, observing the behavior and the way of working of the masons, he wondered which was the most efficient way of working since the masons had taught him three different ways of doing it, it was in that moment when he became interested in studying the movements made to do the job and thus find the most efficient and fastest method to achieve it. In 1904 he married Lillian Moller who had knowledge in administration and psychology, helping Frank in his study of movements. Together they developed the hand movement system which basically consisted of 17 movements which they called therbligs. They used scientific management techniques to reduce waste and increase productivity,Likewise, they were interested in the design and use of specialized tools for the use of the worker in order to support tasks and increase their production capacity. They developed the micro chronometer and were also pioneers in the use of films in workers to carry out their studies of movements.
Behavioral and behavioral school. Elton W. Mayo. (1880 - 1949)
Born in Australia, he was one of the first researchers to conduct studies on groups in the organizational field, as well as discovering the importance of informal groups. He was Director of the Department of Industrial Research at Harvard University. He carried out studies at the Hawthorne factory (1923 - 1932) to determine the causes of growing inefficiency, where he investigated the incidence of environmental factors in production. As a sociologist and psychologist, he is considered the initiator of the school of Human Relations.
Douglas McGregor. (1906 - 1964)
Born in the USA, he was a management consultant and also a management theorist. Creator of theory X and theory Y in which he establishes that theory X is based on authoritarianism based on the Taylorist current, he also creates theory Y which comments that it is a theory which accepts the participation of the resource within companies and is closer to the approach taken by Abraham Maslow. According to his theory X, the human being has a certain aversion to his work and sees it more than anything as a necessity to survive and that he will always avoid responsibilities, he also comments that people must always be obliged and directed. On the other hand in theory Y comments that people can develop a taste for their work,that creativity and imagination as well as talent is something that can be developed in everyone and not just in a few, he also comments that a person is capable of assuming responsibilities for himself and self-control.
Chester I. Barnard. (1886 - 1961)
Born in the USA, he studied at Harvard University in 1906, but did not finish his studies, he worked as an engineer at the American telephone and telegraph, later he worked in general administration at Pennsylvania Bell Telephone and later acquired his most important position at the New Jersey Bell Telephone Company in 1938, where he develops his work entitled "The functions of the executive." In this book he establishes the theory of cooperation and organization, and makes a description of what the executive process is. Formal organization describes it as a system of coordinated forces between two or more people. It ensures that the executive must fulfill three basic functions:
1. Provide a communication system for cooperative systems.
2. Promote the acquisition of efforts necessary for the operation of the system.
3. Formulate and define objectives or purposes of the system.
Mary Parker Follet (1868 - 1933)
Born in the USA, she was a consultant, social worker and author of books on management and human relations. Following Taylor's model, she established a respectful management of workers. He made contributions oriented towards the investigation of better conditions related to man and objects, likewise he established that a leader is not one who is at the top of the hierarchy but rather one who has all the experience to be able to
contribute it to a working group.
Systems school.
Ludwin Von Bertanlaffy. (1901 - 1972)
Born in Austria, a biologist by profession, he postulated the general theory of systems (TGS) in the year 1936, his theory seeks the principles and laws that are applicable to generalized systems, regardless of their gender or nature of their elements. He proposed a general system model that can be used in different disciplines. In 1964 he founded the society for general research. His greatest contribution is undoubtedly the TGS which has transcended in all fields of human knowledge.
School of contingencies. Joan Woodward. (1916 - 1971)
Born in England, she was an industrial sociologist in 1958 she conducted an investigation to find out if the principles of management exposed by the various administrative theories were correlated with the success of a company when they were carried out. In 1965 she published her work Industrial organization: Theory and practice, with which she became one of the pioneers in the contingency approach. According to her research on the success of companies, they led her to conclude that the best structure for a company depends on contingent factors such as: Technology, Size and Environment.
Modern School.
Peter Drucker (1909 - 2005)
Austrian by birth, known as the greatest management philosopher of the 20th century. He published his masterpiece called The Practice of Management in 1954. Drucker was interested in the growing importance of employees who worked more with their minds than with their hands, he questioned the fact that
some employees came to know even more about a He feared his superiors themselves, casting doubt on the old administrative theories. He developed concepts such as privatization, entrepreneurship, management by objectives, knowledge society or postmodernity, his work made it for most people to learn to manage. He wrote more than 35 books.
Charles Handy. (1932)
Born in Ireland, he is a philosopher specialized in organizational behavior and management, one of his main thesis is that the true heritage of companies is not machines but people. This humanistic idea has allowed him to reach the "soul" of companies, as he defines the people who work in organizations, he is considered the Peter Drucker of Europe. In 1978 he made a classification of the alternative cultures that can prevail in a company or organization, which are the following:
- Zeus culture or club culture Apollo culture or role culture Athena culture or task culture Dionysian culture or existential culture
Henry Mintzberg (1939)
Born in Canada, in 1973 he wrote The nature of managerial work, with his business strategy he concluded that instead of having an orderly, focused and linear work, the daily work of managers involves a series of chaotic situations, where it is not easy to distinguish what Trivial of the essential, he comments that the manager must learn to adopt different roles in different situations where the case reigns due to the complexity of human relationships. In two of his written works, he identifies the essential elements of an organization:
- Strategic summit Middle line Operating core Technostructure Support structure
Edwards Deming (1900-1993)
Born in the USA. Edwards is known as the author of the postwar miracle in Japan. In his country he was charged with improving the quality of the armed forces' warlike armaments, so he devised a way to improve the armaments before reaching the troops, it was a challenge to do this for him since the factories were full of women as most of the men were listed. He was invited to Japan once the war was over, where he gave lectures about quality and statistical quality control, the Japanese wanted to pay him the copyright of their processes, however he did not accept, on the contrary he proposed to make a prize with that money and give it to the companies that contribute in the best way to quality, today the Deming prize is the number one in quality in the world.
In 1950 he presented his PDCA cycle; Plan, Do, Check and Act. Deming's ideas are collected in the Fourteen Points and Seven Deadly Diseases of Management, in which he affirms that every process is variable and the lower its variability, the higher the quality of the resulting product.
conclusion
Basically, during the history of mankind, numerous exponents of the administration have emerged, some more renowned than others but what becomes common in all is the intention to maintain order and control and always a vision focused on improvement, since Whether in ancient Egypt to administer the tributes to the pharaoh or for the construction of one of the temples, it was necessary someone to help in the organization of all that, as well as today with the statistical controls of Deming or Theories X and Y McGregor's, a new idea has always come up that tries to improve current situations,It is thanks to these great minds that organizations today see human resources as an elementary and integral part of the entire organization and that knowing how to manage it in conjunction with the other elements of the organization, they bring companies forward and with their teachings today day it is easier for anyone to learn to manage the administration, it is only a matter of dedication when doing it and as the basis of the administration itself, to keep an order in it.
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