Main references of the administration

In the growth and development of the human being there is a maxim that allows and originates the possibility of exploiting the talent and maximizing the capacities that each individual has, fostering and encouraging someone else in their learning, in becoming every day the best version of one himself, in striving for achievement, but above all in guiding and encouraging the path in times of adversity and peace.

This maxim is the motivation that one individual generates for another, where from his example he shows that things are indeed possible and within the reach of those who know how to look for them. The teachings and traces that these individuals have left become worth studying and putting into practice both in personal life and in the environment.

By focusing attention on the topic that surrounds this article, it is decided to classify each of the authors according to a school or administrative current in order to be able to interrelate and better locate the contributions made by each of them.

SCIENTIFIC ADMINISTRATION

Fr e d e r ic k Winslow Taylor (1856-1915).

Considered the father of Scientific Administration and promoter of the scientific organization of work.

Before Taylor's proposals, workers were responsible for planning and executing their jobs. They were entrusted with production and given the "freedom" to perform their tasks in the way they believed was correct without having technical knowledge. Taylor argued that: "Shop managers and foremen know better than anyone that their own personal knowledge and skills are far below the combined knowledge and skills of all the men under their command." Hence, its principles - seen in its historical perspective - represented a great advance and a new approach, with a tremendous innovation against the system.

The three basic principles.

Selecting the best men for the job Instructing them in the most efficient methods and most economical movements to apply to their work Granting incentives in the form of higher wages for the best workers

E lements of application in scientific administration

Time studies and production standards Functional supervision Standardization of tools and instruments Planning of tasks and positions The principle of exception Guides of service instructions The idea of task, associated with production incentives for its efficient execution. classification of products and material used in manufacturing. Design of the work routine.

H e n r and L. Gantt (1861-1919)

He was a humanist who had sympathy for the "underprivileged." He wanted to create an environment that would allow him to obtain greater cooperation from his workers, setting a well-defined task for them. His main work, published in 1913, is entitled Work, Wages and Profits. His main contributions include:

Incentive system

Lawrence and his wife Gibreth modified Taylor's incentive system, as it did not ensure the minimum wage for an employee who did not meet the 'standard' level of production. According to the Gantt incentive system, if an employee completes his scheduled task for the day he receives an additional bonus, if he exceeds the normal production level he receives a double bonus, and if he does not meet it he receives his normal pay, without penalties. In addition, supervisors receive a bonus for each employee who completes their task on time.

Gantt diagram

Also known as a schedule or schedule of activities, it is composed of a horizontal axis that represents the units of time and the different functions are recorded on the vertical axis, which are represented by horizontal bars, indicating the various times that each of them requires.

The graphical method developed by Gantt allows identifying what each of the resources is being used for and the duration of that use. It helps avoid unnecessary downtime and gives the administrator a complete view of the use of the resources under his supervision. By means of this Gantt bar chart he tried to solve the problem of activity scheduling.

Fr a n k and Lillian Gilbreth (1868-1924) (1878-1972)

Having been accepted into the Massachusetts Institute of Technology, Frank Gilbreth decided better to become a bricklayer given the importance of the profession at the time. As he trained young apprentices, he became aware of the shortcomings that experienced workers passed on to their pupils. In order to remedy this situation, he proposed a study of movements in order to establish the optimal process for laying bricks. Around this time, Frank married Lillian Moller, who began working with him on his projects while completing his doctorate in psychology.

In this way, they managed to combine a unique model of Lillian's psychological knowledge with Frank's knowledge in Engineering, to carry out work that includes the human factor. With this, the Gilbreths manage to develop the ergonomics they seek as general standards:

The best working method that allows the operator to perform the tasks in the shortest time with greater ease and satisfaction. The task must be designed in such a way that its execution requires the least expense and physical stress.

Principles of economics of

They are a set of rules that serve to improve the efficiency of operations and reduce fatigue in manual work, systematically applied in production processes, significant reductions in operating times can be achieved, increasing productivity. These include:

Related to the Human Body Related to the workplace Related to the design of tools and equipment Related to the distribution of the job Related to the position of the operator

THEORY OF MODERN OPERATIONAL ADMINISTRATION

H e nr i Fayol (1841-1925)

Known as the father of modern management theory. He wrote about problems not studied by Taylor, since while Taylor concentrates his studies in the workshop or the factory, Fayol does so at the management level, creating what some call a "boss" school. He made great contributions to the different administrative levels.

It divided the industrial activities into six groups: technical, commercial, financial, security, accounting and managerial. He recognized the need to teach management. His main administrative contribution was:

1 4 principles for organizing operations

Unity of command: each employee has to answer to a single boss Authority and responsibility: who has the power guaranteed by a position, has to answer for the results of their management Unit of direction: all members of an organization must work at favor of the same objectives. Centralization: refers to the influx towards the head of command who will make the decisions. The larger the organization, the lower the centralization. Subordination of the particular interest to the general: the interests of the organization are prioritized and then the personal ones. Discipline: it is synonymous with respect. Division of work: it induces specialization and therefore promotes Efficiency. Order: can be synthesized with the phrase “a place for everything and everything in its place.” Hierarchy: represents the chain of command, who commands whom.It must be respected by addressing the immediate superior / inferior. Fair remuneration: remuneration for work must be in accordance with the tasks performed and fair. Equity: it is synonymous with justice and equal treatment for all employees. Stability of staff: it is owed. give the worker enough time to learn and assimilate the tasks entrusted Initiative: the contributions made by the personnel that favor the company should be encouraged and valued Teamwork: refers to the harmony in the links so that the work environment Be nice.The worker must be given enough time to learn and assimilate the tasks entrusted. Initiative: the contributions made by the personnel that favor the company must be encouraged and valued. Teamwork: refers to the harmony in the links so that the work environment is pleasant.The worker must be given enough time to learn and assimilate the tasks entrusted. Initiative: the contributions made by the personnel that favor the company must be encouraged and valued. Teamwork: refers to the harmony in the links so that the work environment is pleasant.

BEHAVIORAL SCIENCES

Hug or Münsterberg (1863-1916)

Germanic psychologist pioneer of applied psychology, established the foundations of industrial psychology. He related the skills of the new hires to the job demands of the organization.

It refers to the activities that administrators must undertake to replace inefficient empirical work methods and avoid systematic simulation, analyzing the best work method.

It seeks to locate the appropriate personnel in the corresponding job and promote the education and prosperity of the worker.

Münsterberg, tried to change the skills of new employees with the demands of the work of organizations, with the purpose of influencing the activity of their employees before their work and before their organization. At a time when occupational psychology was based on:

Employee analysis and adaptation to work: The predominant studies focus on the personnel selection process, job learning methods and the relationship between fatigue / work accidents. Work analysis and adaptation to the employee: In this case The prevailing themes were on the study of leadership motivation and interpersonal relationships in companies.

Main findings.

He managed to understand that:

Psychological conditions affect productivity in workers. "The boss is the one who knows the most."

Munsterberg's psychology and industrial efficiency were summarized in three main points:

The best possible man: refers to the study of the demands that work imposes on people and the need to identify individuals with the mental qualities that indicated them as the most suitable for the job they would have to perform.: seeks to determine the psychological conditions that allow each person to obtain the best and most satisfactory results.The best possible result: raises the need to influence functional human needs for the interests of the organization.

W al t e r Dill Scott (1869–1955)

He ventured into the study of the psychology of advertising, wrote an article entitled "Business Psychology" in which he represents the first applications of the psychological theories of motivation and productivity, thus giving way to the birth of industrial psychology. In other publications, he proposed that there are two methods of persuasion, argumentation and suggestion. Scott highlighted the employee as a social and economic entity with different characteristics.

E nfoques in the application of psychology.

Application of psychology to the motivation and productivity of employees. Application of psychology to advertising and personnel management.

M a x Weber (1864-1920)

He deeply analyzed organizations from different points of view, he studied aspects of bureaucracy, democracy, authority and behavior. She hypothesized that the organization can destroy the individual personality through the imposition of rules and procedures, since they depersonalize the process of relationship with individuals. She founded the theory of bureaucracy, which has seven main dimensions:

Theory of bureaucracy.

Formalization: all the activities of the organization are defined in writing, (routines and procedures) and the organization operates in accordance with a set of laws or rules (rules and regulations, internal regime, statutes) Division of work: each participant has a Defined position or position with specific sphere of competence, with strictly specified and delimited official duties and attributions. Principle of hierarchy: the bureaucracy is based on a well-defined hierarchy of authority. Each employee is subject to impersonal orders that guide their actions to ensure obedience. Each lower function is under the control and supervision of the higher one, guaranteeing unity of control; each employee only has one boss. Hence the pyramidal structure of the bureaucracy.The bureaucracy emphasizes the positions and not the people who occupy them since they enter and leave the organization, but the positions remain, to guarantee their continuity and perpetuation Technical competence: the selection and election of employees are based on competence technical and professional qualifications of the candidates. The system also provides for career development and promotions are made according to functional merit, always depending on the superior's judgment. Separation between ownership and administration: the resources used by the bureaucratic organization to carry out its tasks are not owned by the bureaucrats, since the leader or bureaucrat does not necessarily own the organization or its means of production. Professionalization of the employee:the employees of the bureaucracy are professionals, because they are specialists, thanks to the division of labor.

W il f r e d o Pareto (1848-1923)

Known as the father of the social systems approach to organization and management. He conceived of society as a social system formed by a conglomerate of subsystems, which are not isolated but maintain multiple relationships among themselves, which makes them interdependent.

For Pareto there are two classes of men: foxes and lions. Foxes are calculating, thinkers, and materialists, while lions are conservative, idealistic, resolute, and bureaucratic. Introduces the concept of elite. For Pareto the elite are the best in society. The elite is not hereditary and therefore must be of quality and circulating.

He also uses the concept with another approach, in the sense of those who govern. Ideally, the functional elite (the best) would coincide with the power elite. But this is not completely so, as there are those who govern without being an elite (due to family influences). When there are too many who rule without being of the functional elite comes decay and collapse. "History is a graveyard of aristocracies."

Pareto principle.

He is famous for his observation that, in Italy, 20% of the population owned 80% of the property, which Joseph Juran and others would later popularize as the Pareto principle and generalize under the concept of Pareto distribution.

It all refers to the same thing: 20% of what you do produces 80% of the results you get and vice versa, 80% of what you do produces 20% of the results.

SCHOOL OF HUMAN RELATIONS

The t or n May (1880-1949)

Specialized in the theory of organizations, human relations and the movement for human relations. His main interest was to study, in the worker, the psychological effects that the physical conditions of work in relation to production could produce. He showed that there is no worker cooperation in the projects, if they are not heard or considered by their superiors, it is difficult and sometimes almost impossible to reach the set objectives.

A p ortaciones.

His main idea was to modify the mechanical model of organizational behavior to replace it with another that took more into account the feelings, attitudes, motivational complexity and other aspects of the human subject. He affirmed that man was not a machine and by giving him incentives, man would perform in his With it came the study of the motivation of men in their work, which led to examine human needs and their relationship with monetary and non-monetary rewards and other factors of organizational life, such as the type of supervision, relationship between attitudes, behavior and performance at work.

SYSTEMS THEORY

Ch es t e r Barnard (1886-1961)

His contributions include his theory of cooperation, his concept of informal organization and his theory of acceptance of authority. Due to his ideas, he is located within a couple of aspects of administrative thought, the structuralist school and the school of human relations, in addition, his postulates are part of the so-called Theory of Organizational Behavior.

Theory of cooperation.

He conceptualized the organization as a cooperative social system, that is, as a system of consciously coordinated social, biological and physical activities or forces, whose internal and external balance must be kept in balance.

Theory of acceptance of authority.

The reality of authority, from Barnard's point of view, has less to do with managers than with employees. Instead of the manager possessing formal rights granted by the organization that force an imperative control over the employees, it is the employees who really have the authority, because it depends on their decision to accept or not the orders and to determine with it if the order will be applied. influence and if so, where they will be directed.

MODERN ADMINISTRATIVE THOUGHT

Chr i s Argyris (1923-2013)

He presented the study of the causes of human behavior in organizations. He analyzed the individual and his personality and then compared it to the organization and its needs. She also wrote about organizational learning, the term of which refers to building, testing, and restructuring knowledge into something that must be socialized through different mechanisms, such as procedures, routines, workgroups, and behavior changes.

Theories of action.

Learning can be located in a larger context that is knowledge. It also explains that organizations, like individuals, build and maintain mental models called "theories of action" that they use to design and carry out their behavior in any situation in which they are immersed.

These theories are constantly repeated so as not to have to create a new theory in each situation. Since organizational practice is derived from individual images, so the theory of action depends on the way in which the members represent it.

C . West Churchma n (1913-2004)

He designed a systemic model of the aspects that must be covered when you want to study a system as a whole. It emphasizes basic elements of a system that, although they are not unique that can be identified on the matter, if they include all those that have been suggested by other authors.

M odel Systemic.

Goals: To differentiate between stated (or overt) and real (or hidden) goals, Churchman suggests the primacy principle: will the system intentionally want to sacrifice other goals to achieve the stated goal? If the answer is positive, then the real objectives and the manifest ones are the same. The environment: it is made up of all those elements that are "outside" of it and that are out of control. This, therefore, cannot exert any type of influence, or very little, on them. Due to this behavior of the environment, it is considered that it is "fixed" and, when studying a problem in a system, the environment must be considered as a "condition" or as a factor that must be taken into account. Resources:They are made up of all those means that are available to it to carry out the activities necessary to achieve its objectives. The resources are within the system; Unlike the environment, resources influence all those things that the system can use for its own benefits.

Fr e d e r ic k Herzberg (1923-2000)

Famous for the introduction of job enrichment and Motivator-Hygiene theory.

The term motivation includes feelings of fulfillment, growth and professional recognition that are manifested in the execution of tasks and activities that represent challenges and have meaning at work. If the motivational factors are optimal, they raise satisfaction; if they are precarious, they reduce it.

Theory of the two factors.

For Herzberg, motivation to work depends on two factors:

Hygienic factors: refer to the conditions that surround the person at work; They include the physical and environmental conditions of employment, salary, social benefits, company policies, type of supervision, climate of relations between management and employees, internal regulations, opportunities, and so on. They correspond to environmental motivation and constitute the factors with which organizations usually encourage employees. Motivational factors: they refer to the content of the position, the tasks and obligations related to it; They produce a lasting satisfaction effect and an increase in productivity far above normal levels.

Dou g la s McGregor (1906-1964)

In his work "The Human Side of Organizations" he described two ways of thinking of managers which he called theory X and theory Y. The managers of the former consider their subordinates as work animals that only move before the yoke or the threat, while the managers of the latter are based on the principle that people want and need to work.

His teachings, very pragmatic indeed, are still quite applicable today despite having borne the weight of four decades of managerial theories and fashions.

Theory X.

It was based on incorrect and distorted concepts and premises about human nature, namely:

Man is motivated mainly by economic incentives (salary). As the organization controls these incentives, man is a passive agent whom the organization must manage, motivate and control. Human emotions are irrational and must not interfere with the self-interest of the individual. individual.

Theory Y

It is based on a set of assumptions from the theory of human motivation:

The use of physical or mental effort in a job is as natural as playing or resting. The average human does not innately dislike work. Under certain controllable conditions, work can be a source of satisfaction. The average man learns not only to accept, but also to seek responsibility. The avoidance of responsibility, the lack of ambition and the importance of personal safety are generally consequences of the experience of each one, and not inherent and universal characteristics of the human being.People have basic motivation, potential to develop, patterns of appropriate behavior and are fully trained to take responsibility.

A b r a h a m H. Maslow (1908-1970)

He was an American psychologist known as one of the founders and main exponents of humanistic psychology, a psychological current that postulates the existence of a basic human tendency towards mental health, which would manifest itself as a series of processes in search of self-actualization and self-actualization..

Pyramid of needs.

Maslow's best known theoretical development is the pyramid of needs, a model that poses a hierarchy of human needs, in which the satisfaction of the most basic or subordinate needs gives rise to the successive generation of higher or superordinate needs.

Abraham Maslow markedly influenced the worldview for society. It provided a new face to the study of human behavior. He called his new discipline "Humanistic Psychology."

L y m an W. Porter (1930-2015)

He was a scholar of great distinction and influence in his field of Organizational Behavioral Psychology. He was one of the main founders of the study of organizational behavior. His texts are considered classics in the field.

M

Mainly for administrators, it indicates that the amount of effort (the intensity of motivation and energy involved) depends on the value of a reward; plus the probability of receiving the reward. Perceived effort and the probability of actually obtaining a reward are in turn influenced by the ability to perform a task.

If individuals consider themselves capable of performing a certain task or have already done it, they have a better appreciation of the effort required and are better aware of the probability of obtaining a reward. It is influenced by the perception of the required task (the degree to which the person understands the goals, required activities, and other elements of a task) Performance achievement leads to intrinsic rewards (such as a sense of accomplishment or self-fulfillment) and extrinsic rewards (such as working conditions and pay). If the individual considers the reward fair, it produces satisfaction.

L y n d al l Urwick (1891-1983)

He was a business consultant and one of the most influential thinkers in the UK. Renowned for integrating the ideas of early theorists like Henri Fayol into a comprehensive theory of management.

Principles of administration

Specialization: each person must have a single function Authority: there must be a single line of authority, clearly defined and recognized by all members of the organization Administrative Scope: each superior must have a certain number of subordinates to his / her position, said number will depend the level of the position and its nature.Differentiation: the duties, authority and responsibility of each position and their relationships with the other positions must be defined in writing and communicated.

H a rr i n g t o n Emerson (1853-1931)

He was one of the most important and relevant figures that revolutionized Industrial Engineering. He is known for his contributions to scientific management, where he developed an approach that contrasts efficiency.

His book, The Twelve Principles of Efficiency (1911), laid out the foundations for efficient operations, and his 12 principles that somehow paralleled the teachings of Frederick Winslow Taylor.

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Clearly defined ideals Common sense Competent counseling Discipline Fair dealing Reliable, prompt and adequate records Distribution of work orders Standards and schedules Conditions Standard operations Written standard practice instruction Rewarding efficiency.

Without a doubt, the 12 principles expounded by Emerson in 1911 are as valid today as they were then.

J o a n Woodward (1916-1971)

Famous professor noted for her research on Organizational Sociology and leader in the topics of Organizational Theory and Contingency Theory, as well as a pioneer in empirical investigations of organizational structure and analysis of the relationship between technology and production systems and their role in the design of effective organizational structures.

Production system technology study.

In the study on production system technology and their role in the design of organizational structures, she categorized a series of highly efficient companies (of her time) and with this information she helped determine structural characteristics such as:

The number of managerial levels Lapses between supervisory controls The ratio of managers The total workforce The skill level of the workers The overall structure

In this way, the different ways of managing the organization's resources can be determined according to the inherent characteristics of its production system and thus achieve the organization's efficiency.

Pe t e r F. Drucker (1909-2005)

Considered for several decades as the leader of the administration's American "gurus". He was one of the first to mention the term strategy in management. For him, the organization's strategy was the answer to two questions: What is our business? That should be?

P ain concepts developed.

Decentralization as the principle of effectiveness and the key to productivity Emphasis on high quality personnel management Education, training and development of the administrator for future needs High quality information as the key to successful decision making Emphasis on marketing Long-term planning need Management based on goal setting Management by results

Drucker argued that even for-profit organizations should be viewed as human and social structures rather than economic structures.

W . Edwards Deming (1900-1993)

Its name is associated with the development and growth of Japan after the Second World War. His main work is Out of the Crisis (1986). Deming's ideas are collected in the Fourteen Points and Seven 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.

In each process, two types of variations or deviations can be generated in relation to the initially set objective: common variations and special variations.

Deming's 14 points were the basis for the modification of American industry. Adoption and action on the 14 points is a sign that management intends to stay in business and aims to protect investors and jobs. They serve anywhere, in small companies as well as larger ones, in service companies and in those dedicated to manufacturing.

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Create constancy in the improvement of products and services, with the aim of being competitive and staying in business, in addition to providing jobs.Adopt a new philosophy of cooperation in which everyone benefits and put it into practice teaching it to employees, customers and suppliers Desist from reliance on mass inspection to achieve quality. Instead, improve the process and include quality in the product from the beginning. End the practice of buying at the lowest prices. Instead, minimize the total cost in the long run. Seek to have a single supplier for each item, based on a long-term relationship of loyalty and trust. Constantly and forever improve the production, service and planning systems of any activity.This will improve quality and productivity, lowering costs constantly. Establish on-the-job training (training). Establish leaders, recognizing their different skills, abilities and aspirations. The supervisor's goal should be to help people, machines and devices do their jobs. Eliminate fear and build trust so everyone can work more efficiently. Remove barriers between departments. Abolish competition and build a cooperative system based on mutual benefit that encompasses the entire organization. Eliminate slogans, exhortations and goals calling for zero defects or new levels of productivity. These exhortations only create rivalry relationships,the main cause of low quality and low productivity lies in the system and this goes beyond the power of the workforce Eliminate numerical quotas and management by objectives Remove barriers to appreciating labor and the elements that deprive to people of joy in their work. This includes eliminating annual reviews or the merit system that ranks people and creates competition and conflict, instituting a vigorous program of education and self-improvement, putting everyone in the company to work to carry out the transformation. The transformation is everybody's job.This includes eliminating annual reviews or the merit system that ranks people and creates competition and conflict, instituting a vigorous program of education and self-improvement, putting everyone in the company to work to carry out the transformation. The transformation is everybody's job.This includes eliminating annual reviews or the merit system that ranks people and creates competition and conflict, instituting a vigorous program of education and self-improvement, putting everyone in the company to work to carry out the transformation. The transformation is everybody's job.

The 7 deadly diseases of Management

There are diseases and obstacles, the difference between the two is due to the difficulty of eradication, and the severity of the damage inflicted. The so-called 7 deadly diseases of management and that oppose change proposed by the author are:

Lack of constancy in the purposes. Companies often focus on quarterly dividends rather than continuous improvement of processes, products and services. Emphasis on short-term earnings and immediate dividends. Performance evaluation, merit ranking, or annual performance review. Behavioral evaluation through merit scoring is focused on the end product and not on leadership to help people. Teamwork is destroyed and rivalry increases Executive mobility Company management based only on visible numbers Excessive medical costs Excessive cost of warranties

L a ur e n c e Peter (1919 -1990)

In 1968, Laurence J. Peter published the book The Peter Principle, in which he enunciated one of the best known sentences in the field of business management and administration. In it, it deals with the homonymous principle: people who do their jobs well are promoted to positions of greater responsibility, until they reach their level of incompetence.

The Peter Principle

Also known as the "Peter Incompetence Principle" was deduced from the analysis of hundreds of cases of incompetence in organizations and gives an explanation to the cases of accumulation of personnel, according to which:

"In a hierarchy, every employee tends to rise to their level of incompetence."

The increase in personnel is done to remedy the incompetence of the hierarchical superiors and has the ultimate goal of improving the efficiency of the organization, until the promotion process raises the newcomers to their levels of incompetence. It is taken for granted that climbing a hierarchical ladder is always a good thing and that the goal always means a better situation. However, the economic and status improvements that come with a promotion can lead to dissatisfaction, stress and incompetence if personal skills to perform certain tasks are overlooked.

W illia m Ouchi (1943)

He is an American professor and author in the field of business management. His main contribution is theory Z, which seeks to create a new business culture in which people find a comprehensive work environment that allows them to self-improve for their own good and that of the company.

Theory Z

It tends to be participatory and is based on human relationships, it aims to understand the worker as an integral being who cannot separate his work life from his personal life, for this reason he invokes certain special conditions such as trust, teamwork, the employment of life, close personal relationships and collective decision making.

This integrity must be applied in order to obtain a higher performance of human resources and thus achieve greater business productivity, it is about creating a new humanistic business philosophy in which the company is committed to its people.

The three basic principles of Ouchi's theory are:

Trust (it is the cornerstone of culture) Attention to human relationships Close social relationships.

Thom a s Peters (1942) and Rober t Water man Jr. (1936).

Peters and Waterman develop a theoretical framework about motivation and decision-making in environments of uncertainty, characteristic of the manager's work in today's world, not to base a theoretical concept of excellence, not even a systematized notion of excellence, but a proposal of excellence, limited in nine principles of universal validity but extracted from his extensive research on the most successful companies for their quality of management in the United States.

In Search of Excellence

His first publication, In Search of Excellence, was a great best seller. Adopting an empirical point of view about quality management. They are interested in what has worked in certain cases and explain the reasons for success.

Attributes of excellence in organizations:

The handling of ambiguity and paradox. Chaos is the rule in business, not the exception. The business climate is always uncertain and ambiguous. The numerical and rational approach does not always work because we live in an irrational time. Predisposition for action. Do it, try it, solve it. The important thing is to try something, without fear of failure. Sochiro Honda, founder of the Honda company, confessed that only one percent of his ideas worked. Fortunately for him, he kept trying after his 99 failures.

Customer approach. Companies that stand out for their excellence have a shrewd perception of what their customers want. This is so because they are consumers of their own product, or because they listen carefully to the consumer. Autonomy and entrepreneurship. Responsibility for a department, task or problem is essential to motivate employees. It is the most mentioned reason among those who become self-employed.

Productivity by staff. It is not surprising that staff act in accordance with the treatment they receive. If employees are treated as if they are not trustworthy, and they will not be. They should be considered as partners of the company, so that they act as such. Mobilization around a key value. It becomes essential to inquire. Constantly asking what the added value of each process and procedure is of vital importance.

"Shoemaker, to your shoes." It should be close to the basic industry of the organization. Skills or culture coming from a different industry can be a fatal influence on the organization Simple structure and few staff. Companies that are characterized by their excellence are organizations with a personal attitude and without large management structures, flexibility and rigor simultaneously. Tight control is maintained while at the same time allowing staff much more flexibility than usual.

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Create a total capacity to respond to the customer. This makes it necessary to listen to the consumer at every opportunity that arises. Be extraordinarily perceptive. Create a niche market and differentiate your product from those of your competitors. Pursue rapid innovation. Never stop innovating in new projects. You don't have to worry about failure, or being original. If failure occurs, it must be made to pass quickly.

Grant decision-making authority to staff. Trust the staff. Train it. Use self-directed teams. Engage everyone in everything. Eliminate administration out of fear and decrees Adhere to change. Create a vision and demonstrate it by example.

Delegate authority down to the lowest operational level.

Restructure systems for a chaotic world. Analyze and rethink what was evaluated. Decentralize information, communicating it in a timely manner to those who need it to perform better. Set moderate goals and demand integrity.

CONCLUSION

Investigating the main references of the Administration, has allowed to reinforce and compact the perspective that today is had in relation to it. Often, when talking about administration in an organization, the first thing that comes to mind is an office that at the entrance of the door has the slogan "Human Resources" and is the place where much is said but little is done.

However, with the development of this article, it can be seen that the term Administration has been studied, reflected on and applied by great thinkers since immemorial times and eras and among each of their main findings, they all allow us to appreciate a singularity: the administration being closely linked to knowledge, it does not have a certain beginning and therefore neither an end, there will always be a “best way” to enrich the art of managing and self-managing.

The most prominent characters in the administrative stream are an example that what is known as "time" should be used for the benefit of others and the best reward is to encourage subsequent generations to continue in the gap of what each one has as a priority.

One has the audacity to introduce to the text that "… men come and go, like wheat in winter, but these names will never die." –Troy

BIBLIOGRAPHY

Theories of Administration. (September 29, 2012). Retrieved on February 8, 2017, from Theory of Human Relations: http://adminteoria.blogspot.mx/2012/09/teoria-de-las-relaciones-humanas_29.htmlChiavenato, I. (2007). Introduction to the General Theory of Administration (seventh ed.). Mexico: Mc Graw Hill Cortés, JS (March 30, 2013). Theories of administration. Retrieved on February 11, 2017, from: http://www.pablogiugni.com.ar/httpwwwpablogiugnicomarp99/Danny. (April 4, 2012). Theories of Administration. Retrieved on February 8, 2017, from: http://fayolvstaylor.blogspot.com/2012/04/biografia-y-aportes-de-elton-mayo-padre.htmlExperto. (February 23, 2001). GestioPolis.com. Retrieved on February 7, 2017, from Chester Barnard, his contributions to the administration: http: //www.gestiopolis.com / chester-barnard-sus-contributions-a-la-administration / Giugni, P. (February 6, 2009). Quality as a Management Philosophy. Retrieved on February 8, 2017, from: http://www.pablogiugni.com.ar/httpwwwpablogiugnicomarp99/Luis. (January 2, 2009). The art of the memory. Retrieved on February 8, 2007, from El Pirncipio de Pareto: http://www.elartedelamemoria.org/2009/01/02/el-principio-de-pareto/Milena. (August 29, 2011). Administrative Theories. Retrieved on February 7, 2017, from http://tadministrativa-milena.blogspot.mx/2011/08/henry-lawrence-gantt.htmlMoreno, AR (August 2014). Characters of the Administration. Retrieved February 11, 2017, from Hugo Munsterberg: http://personajesadmin.blogspot.mx/2014/08/hugo-munsterberg-cano-fecha-y-lugar.htmlParedes, D. (November 22, 2010). Educadictos.com.Retrieved February 9, 2017, from http://www.educadictos.com/el-principio-de-peter/Valenzuela, C. (September 15, 2015). Civil Industrial Engineering. Retrieved on February 7, 2017, from Principles of the Economy in Productive Movements: http://ingenieriocivilindustrialcvc.blogspot.mx/2011/09/principios-de-la-economia-en-los.htmlVega, E. (sf). Porter and Lawler Motivation Model. Retrieved on February 11, 2017, 2017. from; http://seuntriunfador.com/modelo-motivacion-porter-lawler/htmlVega, E. (sf). Porter and Lawler Motivation Model. Retrieved on February 11, 2017, 2017. from; http://seuntriunfador.com/modelo-motivacion-porter-lawler/htmlVega, E. (sf). Porter and Lawler Motivation Model. Retrieved on February 11, 2017, 2017. from;

GRATITUDE

Sincere gratitude to the Technological Institute of Orizaba, for becoming and continuing to reign as the parent home of our professional training. To the Division of Graduate Studies and Research (DEPI), for encouraging us to search for a better future. To the National Council of Science and Technology (Conacyt) for the support and backing it gives us. Finally and in a special way, to Dr. Fernando Aguirre y Hernández, a pioneer in the construction of a different vision and results.

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