Management was not always what we know today. Since the origins of humanity there have been people who cared to know a little more about the why of the phenomena and events that occurred around them. Although empirically at first and later in a more methodical way, these characters have contributed to making science as we see it today.
Management is no exception. Despite having arisen since ancient times, it was a long time later that it began to be taken into account in a formal way and its need in the development of organizations and groups in society began to be studied.
That is why this article will address the theme of some of the main precursors and exponents of the administration and the contributions so that it became one of such great importance for the organizations in which the human being operates.
FREDERICK WINSLOW TAYLOR (1856-1915)
He was the founder of scientific administration. He is also considered the father of administration by being the first to write a publication about it. He studied in Europe which helped him to see closely the industrial and social problems during the time of the industrial revolution. He abandoned his university studies and started working as a mechanic. In Philadelphia he worked in a steel company where he was able to work as head of the engineering department once he had finished his studies, which he did studying at night. Derived from the positions held during his career, he was able to learn about the main problems faced by the organizations of his time and therefore seek solutions to them.
One of his main interests was that productivity increased so through the scientific method he sought to achieve this goal.
He sought the maximum productivity of the workers, which he said would result in better profits for the company. One of his terms used was “low performance at work”, which is why he tried to find a way that the worker did not have moments when he was not productive for the company. Similarly, it made contributions to production through the construction of some tools for cutting materials.
The main administrative principles exposed by Taylor are:
- Times and movements of work: analyzed the times in which a worker or a machine had to perform the work that had been entrusted to him. Through timing the activities he tried to discover the "ideal way to do the job" discarding those activities that did not contribute to the work being done optimally. Selection of Workers: Taylor believed that each worker had a different capacity. Hence, he proposed that each worker be assigned work according to said abilities in order for the worker to perform the task that he performed best, however, he also agreed that, if the worker had the potential to learn to carry out other activities, could carry out activities of greater responsibility Collaboration in the organization of work:I believe that the administrative part of the organization and the operational part should work together. Through the scientific method, I seek collaboration between both parts of the organization Shared Responsibility: I carry out a division of labor between the administration and the operational part, proposing that the operational part be in charge of carrying out the work while the managerial part should be in charge of activities administrative as was the planning.I carry out a division of labor between the administration and the operative part proposing that the operative part be in charge of carrying out the work while the directive part should be in charge of administrative activities such as planning.I carry out a division of labor between the administration and the operative part proposing that the operative part be in charge of carrying out the work while the directive part should be in charge of administrative activities such as planning.
The fundamental principles that Taylor exposed based on the scientific method are:
- Change practical knowledge for a scientific procedure so that the activities were carried out in an organized manner. Harmony in the work groups. In order to improve the productivity of the different areas of the company Cooperation between the groups. Get each of the workers to work in collaboration with others and not individually. Seek the maximum work capacity of people. To the extent that the organization achieved its objectives, the worker could also meet her personal objectives.}
Many of these principles still apply even in modern times.
His main work is Scientific Management, published in 1911. His work is mainly applied in productive industries, although its principles can be applied in any administrative entity.
FRANK B. GILBRETH (1868-1924) LILIAN M. GILBRETH (1878-1972)
Derived from the work activities carried out by Frank Gilbreth, his interest arises in seeking the efficiency of movements to increase productivity. For her part, his wife was a psychologist with administrative knowledge, so they joined their experiences for this search.
They established the importance of carrying out a method in administrative activities. Like Taylor, they looked for ways to carry out activities in the best possible way, but reducing work times since, according to their ideas, this was to increase productivity. this they called "Study of Movements"
The Gilbreths established 17 basic movements to carry out in productive activities. They called these movements therblings:
- Action performed in order to find or locate an object Choose a piece from a group of them Close the hand to grasp an object Try to reach an object with the hand Move an object to another location Support a piece or object with one of the hands Release the piece that is being holdingPlace in position. Place the object in a specific location for a Pre-position procedure to be applied. Put the object in a certain place Monitor the activity being carried out Union of two pieces Separate two pieces that were together Control an object Delay in carrying out a job. 15. Plan. Determine the action to follow 16. Rest. Recover from fatigue.
The Gilbreths were great promoters of scientific administration.
HENRY L GANTT. (1861-1919)
He was a partner with Taylor in some of the companies where he worked. He proposed that the selection of personnel be carried out in a scientific manner. Likewise, he presented ideas about the collaboration that should exist between the administrative part and the operational part of the organizations.
Some of his main contributions were in the area of planning when developing the so-called "Gantt Chart" in which the activities to be carried out and the time foreseen for carrying them out are exposed. I am looking for a way to propose real standards for measuring the productivity of workers at the same time as I am concerned about incentivizing workers for the work done, especially if it exceeds the established standards. He called this "productivity bonuses." In addition to the payment for the units produced, Gantt proposed an extra fee if the standard was exceeded. Although his studies were focused on production, he established certain bases in relation to the concern for the worker so that in the future some others would take up his ideas in the aspect of worker motivation.
I carry out additional studies in relation to the productivity of the workers, establishing the need for the worker to create good habits to better develop their work. Not only that, but he also felt satisfaction for a job well done.
At the same time, the administrative part of the organization observes the work carried out by the employee and realizes the importance of said worker for the achievement of the objectives of the organization which also become objectives of the workers.
His main work was written in 1913 called Jobs, wages and benefits.
His ideas are of great application even today.
MARY PARKER FOLLET (1868-1933)
Within the school of human relations Follet developed studies on the behavior of workers in organizations. This was largely due to the knowledge he had regarding sciences such as social psychology and management.
However, not everyone accepted his ideas at the time because they contrasted with Taylor's ideas.
He evaluated the way in which those in charge of organizations were concerned about solving problems in their companies, which is why he proposed his theory of collaborative approach in which he stated that both managers and workers should seek agreements to solve problems.
He fought against authoritarianism by asking administrators to analyze the orders they gave to the workers so that they were logical and therefore could be carried out.
His theories are the basis for new thinking focused on problem solving today.
HENRY FAYOL (1841-1925)
French engineer, considered the father of modern administration. He worked mainly in mining companies. He affirmed that the administration is present in all areas of life through planning, organizing, directing, coordinating and controlling activities. Despite exposing his principles in industrial companies, he affirmed that all the activities carried out in the companies were related to each other and gave importance to the managerial part of the companies, arguing that the success or failure of these organizations did not only depend on the workers, but that the management through decision-making and supervision intervened influenced whether or not the objectives were achieved.
He stressed the importance of teaching management principles in schools and universities.
He made a classification of activities carried out in organizations in the following way:
1.- Techniques: they refer to the manufacture or transformation of a product.
2.- Commercial: buying and selling of products or services
3.- Financial: movement of capital, credits, bonds, stocks.
4.- Security: protection of the assets of the institutions and people.
5.- Accounting: analysis of costs, inventories, balance sheets and financial statements.
6.- Administrative: coordination of all the activities of the company, integrating material resources, physical resources and human resources in the achievement of a common goal.
He considers that the administration is a flexible process because it is a social phenomenon. It establishes 14 administrative principles that should govern the administrative function:
- Division of work: the worker must specialize in an activity to the maximum that allows him to achieve efficiency in the performance of said work Authority: in organizations, middle and senior managers are in charge of giving operational personnel the instructions for carrying it out From his job. Fayol stated that however the degree of authority of supervisors and managers is not enough, but it is necessary to acquire a formal leadership by the managers in the company. This is achieved through the acceptance of authority by the operating personnel, which is obtained by acquiring certain characteristics that make the supervisor or manager acceptable in the eyes of the company's operations. Some of these characteristics are: reliability, seniority in the company, charisma, etc.) Discipline:The organizations have regulations, rules and procedures which are known to all members of the organization. Knowledge, however, is not enough since success is obtained when the regulations and standards are complied with and the procedures are executed according to what is established.Unit of Command: it is important that subordinates receive instructions from a single person in order to avoid confusion or duplication of activities.Unit of Management: each of the management activities should be directed in a single direction seeking a common goal and if possible by a single boss.Subordination of the individual interest to the common interest: when a person is part of the organization own interests are second,Efforts must be directed towards meeting the objectives of the organization for which they work. Remuneration: payments must be fair according to the activities carried out. This should not be limited to the operational part of the company but also to the administrative and directive area Centralization: taking into account the operational controls in making general decisions Hierarchy: through an organization chart the hierarchies must be established within the organization. The organization chart establishes these hierarchies starting from the highest hierarchical point, to the lowest point. Order: each of the resources must be in the right place and time for its use. Equity: there must be respect from the top management of the organization toward the lower ranks of the organization.This respect must also be exercised by subordinates towards their superiors.Stability of staff: in organizations, staff rotation should be avoided through a good work environment in which the worker is satisfied to belong to the institution.Initiative: the Proposals by the operations and middle managers of the company must be taken into account by those who direct the organization. In this way they will feel useful and with a sense of belonging to the company.Group spirit: fostering teamwork and a sense of belonging to either a group or the organization in general.In organizations, staff rotation should be avoided through a good work environment in which the worker is satisfied for belonging to the institution Initiative: the proposals by the company's operatives and middle managers must be taken into account account for those who run the organization. In this way they will feel useful and with a sense of belonging to the company.Group spirit: fostering teamwork and a sense of belonging to either a group or the organization in general.In organizations, staff rotation should be avoided through a good work environment in which the worker is satisfied for belonging to the institution Initiative: the proposals by the company's operatives and middle managers must be taken into account account for those who run the organization. In this way they will feel useful and with a sense of belonging to the company.Group spirit: fostering teamwork and a sense of belonging to either a group or the organization in general.promote teamwork and a sense of belonging either to a group or to the organization in general.promote teamwork and a sense of belonging either to a group or to the organization in general.
The principles of Fayol are still the basis of the actions of today's organizations.
ELTON MAYO (1880-1949)
Exponent of the neoclassical theory of administration. He promoted the ideas of taking human resources into account in the productivity of organizations. That is why his ideas are also considered part of the school of human relations.
The development in the time of Elton Mayo of some social sciences such as psychology and sociology allowed other scholars and even Mayo to give the worker the importance that he had in the organization.
Among Elton Mayo's best-known works is the performance of experiments at the Western Electric Company in which he tried to establish a relationship between productivity and the working conditions to which the workers were subjected.
His studies showed that the effect that the human factor had on organizations even above technical factors.
Mayo's studies were also great promoters of organizational development theories, since some of his discoveries during his years of experiments were focused on the formation of groups or work teams, the communication that should exist in organizations in order to that these function as a whole, as well as involve the management of the companies in the problems of the operational part.
It is important to note that Elton Mayo persevered in his studies on human behavior despite the fact that apparently the experiments carried out had been a failure because they could not verify what had initially been the main object of the study. However, it gave pauses for subsequent studies in which the worker was the object of study in order to assess the impact of his behavior on the productivity of organizations.
CHESTER BERNARD (1886-1961)
He developed studies on the acceptance of authority that employees had. Chester Bernard is one of the exponents of the behavioral theory of administration. It states that managers must have certain characteristics so that members of the organization can accept the orders they give. At the same time, it affirms that for the organization's objectives to be met, those individual objectives must be in accordance with the organizational objectives.
In his theory of authority, he states that authority does not derive from the appointment that the person receives, but it is necessary that those over whom he is going to exercise that authority accept it.
I also carry out studies on organizational behavior and analysis of the types of formal and informal structure.
Along with Mary Parker Follet, they were advocates of people at work, something that up to that point went against many of the ideas of the time in which work was above the worker because the important thing was considered to be fulfill the objective of the company at all costs.
MAX WEBER (1864-1920)
He was mainly interested in studies related to history and economics so his first treatises were on the latter. At first he worked as a teacher, however he ended up dedicating himself to research.
Among his observations, he emphasized the importance of correct and strict surveillance by the authorities or those in charge of organizational management. Based on this, he established the theory of bureaucracy in which he suggested that only through this could the objectives be achieved following a certain structure and order.
He affirmed that the authority is determined by the position and not by the person, which later became the basis of the companies' structure.
DOUGLAS MCGREGOR (1906-1964)
He graduated as an engineer in the United States. However, he did later studies of psychology and experimental psychology which allowed him to be in contact with the people of the organizations in order to be able to carry out a psychological analysis of them.
He wrote the book Human behavior in companies, in which he exposes the need for organizations to take into account the needs of the worker, especially those that have to do with self-realization and social needs.
He exposed theories X and Y in which theory X referred to the negative aspects that the bosses considered that the workers had. These aspects include irresponsibility, resistance to change, lack of ambition, etc.
On the other hand, theory Y referred to positive aspects of workers, for example that people like to take responsibility, like to work and can achieve their fulfillment through work.
One of the aspects that Douglas McGregor highlights the most in his theory X and Y is that the behavior of workers in the X or Y form generally focuses on the way in which the management of the company treats them. In this way, it gives managers a certain degree of responsibility for whether or not the objectives are achieved. McGregor affirmed that the most optimal thing in organizations was for theory Y to be followed in order for the objectives to be achieved, but at the same time the worker could satisfy his need for self-realization which would help him to increase his productivity at work, thus how to actively participate in the activities of the company.
McGregor's studies had a great impact on behavioral studies of the time as well as having served as an aid in the practice of administration.
ABRAHAM MASLOW (1908-1970)
With the emergence of management schools focused on workers and human relations, new studies of the behavior of people in organizations appeared. Many of these studies were conducted by exponents of the social sciences, among which psychology stands out. Abraham Maslow among others stood out for his study of the social aspects that influence workers not meeting the productivity desired by organizations.He was the creator of the theory of self-realization in which he states that in order for the human being to achieve self-realization, it is necessary that he first satisfy a series of needs to which he made a hierarchy exposing them in a pyramid in which the most basic needs are found. at the bottom while the needs for self-actualization are at the top of the pyramid.
Maslow considered that people cannot go climbing to satisfy their needs without first having covered the basic needs, as well as not being able to realize the higher needs that they have.
According to Maslow the needs of man are ranked in the following way.
1.- Physiological Needs: they are the primary needs of man such as: eat, sleep, etc.
2.- Security Needs: man needs to be convinced that in the future he will have economic, protection, labor, health, etc. stability. If these needs are not met, you will not be able to continue climbing and discovering new needs that you may have.
3.- Social Needs: man by nature has the need to coexist with other men. At the same time you need recognition and a sense of belonging on the part of the different groups to which you belong.
4.- Esteem Needs: once man has been able to satisfy social needs, he manages to reach the esteem needs which represent the need to be esteemed or recognized within the social environment in which he operates.
5.- Self-realization: it is the highest stage within the needs of people. It is at this stage when the person has managed to satisfy all their needs and is full.
FREDERICK HERZBERG (1923-2000)
Creator of the theory of "motivators", in which he states that the worker needs motivation to be able to carry out his work, however, he also stated that if there was no such "motivating factor" the worker would not be dissatisfied either.
In order to test his theories, he conducted studies in a factory in Pittsburgh in which he evaluated the satisfaction of workers in their jobs.
According to the results of their studies, there were some factors that allowed the worker to be motivated to do his job. Among these factors, the following stand out: developing a specific job, being given a certain degree of responsibility, allowing them to have initiative in carrying out their work, and when the worker deserves it, they are recognized for their work.
At the same time, he was able to discover certain factors that, far from motivating the worker to perform his job better, could decrease his productivity. Among the latter, the following stand out: excessive supervision in their work area, the feeling that what is perceived as salary is very little in relation to the work performed, the lack of hygiene in the work areas and finally, not having security of permanence in said job.
DAVID MCCLELLAND (1917-1998)
I carry out studies on motivation in organizations highlighting that human beings in their work seek to satisfy their needs for affiliation, achievement and power. These needs are not exclusive to the operational part of the organization, but also include the managerial part. In addition, he stressed that depending on the country in which a person lives, the ideology of organizations is different in terms of motivation.
HEBERT SIMON (1916-2001)
I make important contributions regarding the ideology of management in each of the organizations. Decision-making in management was one of Simon's discoveries since until the moment of his studies he had the idea that the decisions made by management were carried out because he had a large number of reliable information and precise that allowed him to make the right decision. However, Simon states that management in most cases did not have access to such information, so their decisions, although they provided solutions to problems, were not always the best. I emphasize that the administration faces certain limitations that prevent it from making timely decisions in many cases.
His work earned him the Nobel Prize in Economics.
KURT LEWIN (1890-1947)
American psychosociologist. She was in charge of conducting studies on people's behavior. I develop theories based on the relationships that people have within a social environment. Based on these relationships, a solution can be given to conflicts that arise within the group. These small interrelationships can at some point affect the functioning of the organization, so it is important that the company's management team has the ability to resolve social conflicts.
One of his most defended ideas was to be able to use experimentation within the social sciences and not focus only on the description of a problem, which was very common in his time.
PETER DRUCKER (1909-2005)
He excelled in various areas of the social sciences. However, part of his life he worked as a professor of administration at different universities in the United States. One of his main contributions to the field of administration was the principles to achieve a good direction. Within these principles highlights the importance of administrative and management in organizations as a key part of it.
It states that organizations should not be so complex in their structure and that the organization should have a sense of innovation that can lead it to succeed in the future. He explained that the client is part of the raison d'être of the companies and that the activities carried out in them must be aimed at satisfying the client's demands. He also highlighted the importance of delegating responsibility to middle managers so that they could carry out their work in order to subsequently be able to inform management about the work carried out, which allowed them to have control of small activities without the need for management to take charge of surveillance of them. I emphasize the importance of having accurate information that allows timely decision-making,as well as the preparation by the administrative staff for future problems that may arise in the organization.
Although, at the time, some of their ventures were not accepted, today they are used naturally in organizations.
WILLIAM EDWARD DEMING (1900-1993)
Born in the United States, he studied in the same country. However, his main contributions were made in Japan, contributing to Japanese quality in such a way that the Deming award for quality has been instituted.
For Deming, quality is not only found in a product or service, but it is a whole and encompasses all the activities of the organization.
Some of his main contributions are:
- Statistical Process Control: through the data thrown by computers or machines, management can make decisions. Deming circle: a series of activities in which management must be involved if you want to improve quality. These activities are numbered as: plan, do, check and act).
- PLAN: It consists of establishing the objectives of the organization, what you want to achieve, developing a work plan, as well as the strategy to follow to achieve it. DO: Put into practice what has been planned. For this to be understood by all members of the organization, it is necessary for management to inform all those involved of the activities to follow to achieve the objectives VERIFY: It is necessary to carry out an evaluation of the progress of the planned objectives and whether they are being achieved the way it was planned. For which it is necessary to have real measurement parameters that allow a more detailed analysis, but at the same time simple.For Deming, if something is to be improved, it must be measurable and can be compared with an indicator; otherwise, it is not known for sure whether the improvement occurs or not as the measurement is not objective. ACT: Once the objectives are achieved, it is necessary to establish a system in order to continue with those results.
Another of Deming's great contributions is the culture of Quality Management for which he presents 14 points necessary to achieve it and that are applicable not only to the operational area but also to the intermediate and managerial level.
- IMPROVEMENT OF PRODUCTS AND SERVICES: It is necessary to improve not only the product but also the processes that lead to the creation of the product or the provision of the service. This is achieved through elements such as innovation, development, improvement of equipment and facilities, etc. LEADERSHIP WITH A FOCUS ON CHANGE: The company leader must set the example that it is necessary for the organization to change, if it achieves transmitting that need to the company will have met its objective.INDEPENDENCE OF INSPECTION: If the activities of the company are carried out with a sense of quality, there is no need for evaluations or supervision to be carried out continuously anymore that once the person knows what their job is and how they should do it,in a quality system, it will be carried out in the way that it is being requested in order to meet the established standards REMOVE THE PRICE ELEMENT AS A BASIS FOR DECISION MAKING: In most traditional organizations, costs and Prices establish the basis for conducting managerial decision making. Deming proposes that this remain in the background since the customer will know how to recognize a high quality product through its acquisition.IMPROVE THE PRODUCTION AND SERVICE SYSTEM: Innovate in machinery, tools and procedures constantly seeking to improve productivity in benefit of the quality of the product or service.JOB TRAINING:Train workers to carry out their activities in such a way that the worker does not have the need to stop to ask questions about how to carry out their work. Workers can also be in charge of giving training to their colleagues LEADERSHIP INSTITUTION: seek the emergence of leaders in the operational area who can act as supervisors, but giving the example of work to their colleagues and then inform their superior on the needs of the operational area that do not allow it to meet the objectives REMOVE THE FEAR: The worker must have sufficient confidence on the part of their supervisors and management to be able to express their ideas, concerns,as well as to request information regarding their activities or the way to carry them out which allows them to be able to fulfill the task entrusted to them DISAPPEARING THE BARRIERS BETWEEN THE DEPARTMENTS: The organization is a whole, and far from the existence of barriers each one of The areas must work in harmony with the others in order to meet the objectives, which are common.ELIMINATE NUMERICAL GOALS: Unless a plan is established to achieve them, the quality management system does not establish numerical goals since, to do so, workers strive to meet this goal, although the means by which they are met do not always guarantee quality.ELIMINATE NUMERICAL QUOTAS: In quality management it is taken into account that not all workers can work in the same way.Therefore, a standard of work should not be set equally for everyone. This principle is against the paradigm of many of today's organizations REMOVE THE BARRIERS THAT MAKE THE WORKER FEEL PROUD OF THEIR WORK: That the goal of the organization is quality and not quantity TRAINING PROGRAM FOR ALL STAFF: Seek the improvement of employees through self-improvement programs INVOLVING ALL STAFF: One of Deming's most important principles is that the entire organization must be involved in the achievement of objectives and in the pursuit of quality Therefore, strategies must be sought to integrate each of the organization's departments in the process.This principle is against the paradigm of many of today's organizations REMOVE THE BARRIERS THAT MAKE THE WORKER FEEL PROUD OF THEIR WORK: That the goal of the organization is quality and not quantity TRAINING PROGRAM FOR ALL STAFF: Seek the improvement of employees through self-improvement programs INVOLVING ALL STAFF: One of Deming's most important principles is that the entire organization must be involved in the achievement of objectives and in the pursuit of quality Therefore, strategies must be sought to integrate each of the organization's departments in the process.This principle is against the paradigm of many of today's organizations REMOVE THE BARRIERS THAT MAKE THE WORKER FEEL PROUD OF THEIR WORK: That the goal of the organization is quality and not quantity TRAINING PROGRAM FOR ALL STAFF: Seek the improvement of employees through self-improvement programs INVOLVING ALL STAFF: One of Deming's most important principles is that the entire organization must be involved in the achievement of objectives and in the pursuit of quality Therefore, strategies must be sought to integrate each of the organization's departments in the process.TRAINING PROGRAM FOR ALL STAFF: Seek the improvement of employees through self-improvement programs INVOLVE ALL STAFF: One of the most important principles of Deming is that the entire organization must be involved in achieving the objectives and in the search for quality, for which strategies must be sought to integrate each of the organization's departments in the process.TRAINING PROGRAM FOR ALL STAFF: Seek the improvement of employees through self-improvement programs INVOLVE ALL STAFF: One of the most important principles of Deming is that the entire organization must be involved in achieving the objectives and in the search for quality, for which strategies must be sought to integrate each of the organization's departments in the process.One of the most important principles of Deming is that the entire organization must be involved in the achievement of the objectives and in the search for quality, for which the strategies must be sought to integrate each of the organization's departments in the process.One of the most important principles of Deming is that the entire organization must be involved in the achievement of the objectives and in the search for quality, for which the strategies must be sought to integrate each of the organization's departments in the process.
Today large Japanese companies still follow their philosophy of quality while some other companies in the world have followed their example.
WILLIAM OUCHI (1943-)
I develop the so-called "Theory Z" which is based on the practices and customs of Japanese culture. It is a technique of practical application and in which the participation of the organization in decision-making is established.
Seeking that said decision is made by consensus, which provides more ideas and the decision is analyzed from different perspectives, looking for the best one.
From the point of view of Ouchi in Theory Z, the worker is an important part of the organization so he seeks that he has at his disposal a series of elements that allow him to be comfortable in the organization and that his objectives and efforts are focused on achieving the company's objectives.
For Ouchi, work is a fundamental part of people's lives, and the organization or company is the place where this work is carried out, so it is necessary for the worker to create a sense of belonging to the organization and of being If possible, the worker remains in the same institution throughout his working life, for which he strives and commits so that this "second home" can meet its objectives and result in his own benefit.
The three basic principles that Ouchi establishes are:
- TRUST EMPHASIS IN HUMAN RELATIONSHIPS CLOSE SOCIAL RELATIONSHIPS
According to the current problems in business, for many it is no longer so viable to establish a model like the one that Ouchi proposes, even so, there are large companies in the world that have applied or taken some of its concepts.
MICHAEL PORTER (1947)
He is considered the father of the competitive strategy, according to which the organization must take into account a series of factors not only internal but also external that allow it to develop the correct competition strategy. His ideas are focused not only on the internal environment of the company but also on the environment in which organizations operate. Many of the terms used by organizations today are attributed to Porter, competitive advantage, strategic groups, value chain to name a few.
In the business concept, he established a series of elements to be able to overcome the competition through the maximization of resources.
These elements are known as Porter's 5 Forces and are the following:
- Bargaining power with customers Rivalry between companies Threat of new entrants: new companies in the markets 4. Bargaining power with suppliers Threat of substitute products.
According to Porter, strategies don't come out of nowhere. Before establishing any strategy, it is necessary to take into account where the company wants to go (Vision), the reason for the company's existence (Mission) and highlight what makes a company different from the others (values). According to Porter, having these elements is an important starting point looking for competitive advantage since the objectives and strategies from the very beginning will be aimed at fulfilling these elements.
Through his presentations, Porter has ensured the success of companies if the following are met:
- The strategy established from the beginning must be followed at all costs Each area must have the necessary resources to be able to carry out its activities Promote the company's values and make them known to everyone Identify risks and be prepared to solve them Emerging problems Being able to make the necessary adjustments according to the environment and evaluate the changes that occur.
Porter currently serves as a professor at Harvard University.
KAORU ISHIKAWA (1915-1989)
Important promoter of quality control in organizations. He stressed that total quality must have continuous training for the members of the organization. He emphasized the great differences between the quality of the East, specifically Japanese quality and the concept of quality that is used in the West.
One of his most important contributions is the cause-effect diagram, also called the Ishikawa Diagram through which it is intended to find the possible causes that originate a problem. According to Ishikawa, a problem does not have a single cause, but is the union of several causes, so it is necessary to number them all in order to solve them and find a solution to the problem.
Ishikawa places great emphasis on the great differences that his theories have in contrast to Taylor's ideas. Hence, the Japanese models are focused on the human quality that must exist towards people so that the worker feels identified with their organization and wants its objectives to be fulfilled contrary to the paradigms that are had in some other parts of the world where people are just one more element of the organization and serve the interests of their owners.
The fact that organizations compete in a globalized world has allowed many of the theories applied for the first time in Japan and Eastern countries to be accepted and applied in organizations around the world.
CONCLUSION
The administration has undergone major changes throughout its history. Each character who carried out or carries out studies in relation to the administration, has done so with the purpose of improving organizations. However, it has been possible to realize that the environment in which each one of the so-called “management gurus” has influenced the ideas that it tries to promote. In the same way, the education received, the life experiences that each of them have had have influenced these ideas.
The administration is not stuck. It is a process that is still undergoing great changes. The challenges that organizations face are different each time, so it is necessary that studies and research continue to be carried out in order to solve various problems and challenges. The large number of theories regarding management on the other hand offers a wide range of information so that organizations do not drift away without knowledge of the elements that may or may not help them. It is up to each manager to implement the management style and administrative tools that they consider are best for their organization.
BIBLIOGRAPHY
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Amisaday Huerta Zamora. Bachelor of Administration from the Superior Technological Institute of Tierra Blanca
Student of the Master in Administrative Engineering at the Technological Institute of Orizaba
With gratitude to the National Technological Institute of Mexico for being able to belong to him and to Dr. Fernando Aguirre y Hernández for the motivation for the preparation of these articles for the subject of Fundamentals of Administrative Engineering.
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