BUSINESS ORGANIZATION ESTUDENTS : ALCARRAZCOSTCHRISTIANYOSSERELIZABETHLOYAGARETUERTOPROFESSIONAL SCHOOL OF INTERNATIONAL BUSINESS ADMINISTRATION ROOM: 201TIME: TOMORROWSUBJECT: ADMINISTRATIVE PROCESS INDICE: CAPITULATE I -EVOLUTION OF THE DESIGN ORGANIZACIONAL -AndSPRITUEMPRENDEDOR-PROFITS.-THEEMPRENDEDOR:THEPSYCHOLOGICALFACTORS; THESOCIOLOGICAL.-OBSTACLES.-HOWREINVENTARTHEORGANISATIONS?-THE REINGENIERA OF THE CORPORACIN. -THE QUALITY: DEFINITION.-HISTORY OF THE QUALITY.-THE 14 POINTS OF DEMING.-MODEL OF BALDRIGE.-EUROPEAN MODEL QUALITY.- -ORGANISATIONS FOR A WORLD GLOBALIZADO, IMPORTANCE,NATUREOF THE ORGANISATIONS LIKE SYSTEM. DEVELOPMENT OFTHE THEORY OF THE ORGANISATIONS. -CONCEPT And SOURCES OF THE POWER, AUTHORITY, DELEGATION, THE PLACES -CHANGESAndINNOVATION:EXCHANGERATESPLANNED.-APPROACHESFORTHE STRUCTURAL CHANGE CAPITULATE II -THECREATIVITYAndTHEINNOVATIONS-THEINDIVIDUALCREATIVITY.-CREATIVITYAnd INNOVATIONS IN THE ORGANISATION.- CLIMATE FOR THE CREATIVITY. -OPEN SYSTEMS And CLOSED. -DIMENSIONS OF THE DESIGN OF THE ORGANISATION, KEY PRINCIPLES OF THE ORGANISATION. -DESIGN ORGANIZACIONAL: BASES FOR ONE STRUCTURES TYPES -DESIGN ORGANIZACIONAL: JERARQUIZACIN COORDINATION; DESIGN OF PLACES OF WORK. -DEPARTAMENTALIZACIN. -TYPESOFHIGHAndLOWSTRUCTURES:LINEARORGANISATION,LINEARORGANISATION STAFF, FUNCTIONAL ORGANISATION. -HORIZONTAL DIFFERENCE: DIVISIONAL,MARKET, PRODUCT, CLIENT, GEOGRAPHIC, MATRIX, PROCESSES, TEAMS And HIGH PERFORMANCE. -ORGANIGRAMAS:TYPESOFSTRUCTURESIFUNCTION,MULTIDIVISIONAL,TERRITORIAL, PRODUCTS,NORMS OF DESIGN (TECHNICAL And DIAGRAMACIN).CAPITULATE III-ORGANIGRAMAS: TYPES OF STRUCTURES II, PRODUCTS, MARKET, CLIENT, PROCESSES. -MODELSORGANIZACIONALES:INTELLIGENT,STRATEGICOFBUSINESS,BASEDINTEAM, CORPORACIONESHORIZONTAL,WITHOUTBORDERS,VIRTUAL,INNETWORK,ATOMIC, PYRAMIDS INVESTED. -STRUCTURING And RELATIONS ORGANIZACIONALES, AUTHORITY, POWER And CLASSES. -DESCRIPTIONOFTHEADMINISTRATIVEMANUALS:CLASSIFIEDBYHISCONTENT,BYHIS SPECIFIC FUNCTION, GENERAL AndSPECIFIC. -STRUCTURE OF An ADMINISTRATIVE MANUAL, CLASSIFICATIONAnd DIAGRAMACIN. -ELABORACIN OF An ADMINISTRATIVE MANUAL. EVOLUTION OF THE DESIGN ORGANIZACIONAL To. The classical approach The first managers and authors on administration looked for the best way, a series of principles to create a structure organizacional that worked well in all the situations. Max Weber, Frederick Taylor and Henri Fayol were the main taxpayers to the called classical approach to design organisations. They thought that the most efficient organisations and effective had a hierarchical structure in which the members of the organisation, in his actions, were guided by a feeling of obligation in the organisation and by a series of rule and rational regulations. As Weber, when these organisations had developedfully, characterisedby the specialisation of tasks, the nominations by merits, the offer of opportunities so that his members did career, the routine of activities and an impersonal and rational climate in the organisation, Weber called it bureaucracy. Weber Praised the bureaucracy because it established rules to take decisions, a chain of clear control and to the promotion of the people with base in the capacity and the experience, in place of the favouritism or the whim. Likewise, it admired that the bureaucracy specified, with clarity, the authority and the responsibility which, in his opinion, facilitated the evaluation of the results and his reward. So much he like other classical authors, as well as his contemporary in the administration, lived in a period in that this approach to design organisations basedin the precedent of the civil services of the government. The term bureaucracy no always has had the modern negative connotation; it is to say, a frame for the slow activity, ineficiente, without imagination of the organisations. B. The technological approach Of the tasks for the design organizacional, that arose in the years sixty, take part a series of internal variables of the organisation that are very important. Technology of the Tasks referto the different types of technology of production that involves the production of different types of products. The classical studies realised around the middle of the years sixty by Joan Woodward and his colleagues launched that the technologies of the tasks of an organisation affected so much his structure like his success. The team of Woodward divided around 100 British companies fabriles in three groups, in accordance with his respective technologies for the tasks: one, unitary production and of small games, two, production of big games and in mass, and 3, production in processes. The unitary production referto the production of individual articles, produced in accordance with the specifications of the client; for example, the clothes done to measure. The technology used for the unitary production is the less complex because the articles are produced, to a large extent, by individual artisans. The production of small games referto products done in small quantities and in independent stages, such as the parts of machines that more forward will assemble . The production of big games and in mass referto products manufactured in great quantity, in occasions in line of assemble (for example, the chips of computers). The production in processes referto the production of materials that sellby weight or volume, as the chemicals or the drugs. These materials are used to to be produced with teams extremely complex that work in continuous form. The studies of Woodward drove to three general conclusions. In first term, what more complex the technology (from the unitary production to the one of process), so much main the quantity of managers and of administrative levels. In other words, the complex technologies drive to high structures for the organisations and require a supervision and coordination. In second term, the stretch of the administration for the managers of first level increases satisfied happenof the unitary production to the one of mass, but diminishes when you happenof the one of production in mass to the one of processes. Due to the fact that the employees of the low levels, so much in companies of unitary production and of processes, are used to to realise a very skilled work, tend to form groups of small work, doing that the narrow stretch was unavoidable. By the contrary, the big quantity of workers of the line of assemble that they effect similar tasks can be supervised by an alone manager. In third term, satisfied increases the technological complexity of the company, increases his bureaucratic and administrative personnel, because the managers need help ploughs the paperwork and the no related work with the production, stop can mass in skilled tasks. Likewise, the complex team requires more maintenance and programming, besides it two generate more paperwork. The studies of Woodward were proof of the influence of the technology in the structure organizacional. Other investigations have suggested that the impact of the technology in the structure is main in the case of the smallest companies (that the companies studied by Woodward tended to being). In the case of the big companies, seem that the impact of the technology seat , mainly, in the lowest levels of the organisation. C. The environmental Approach In the period that Woodward realised his studies, Tom Burns and G.M. Stalker Were developing an approach to design organisations that incorporate the environment of the organisation in the considerations regarding the design. Burns and Stalker signalled the differences between two systems of organisation: the mecanicista and the organic. In a system mecanicista, the activities of the organisation decomposein skilled tasks, separate. The aims for each person and unit are defined, with all accuracy, by managers of levels higher and following the chain of classical bureaucratic control. In an organic system is more likely that the people work in form of group than alone. It concedesless importance to the fact to accept orders of a manager or to turn orders for the employees. Instead, the members communicatewith all the levels of the organisation to obtain information and asesora. After studying a series of companies Burns and Stalker arrived to the conclusion that the system mecanicista was more convenient for a stable environment, whereas the organic system was more convenient for one turbulent. The organisations in environments cambiantes, with all probability, use some combination of the two systems. In a stable environment is likely that each member of the organisation follow realising the same task. Therefore, the specialisation in skills is convenient. In a turbulent environment, in embargo, the works have to redefineof constant way for enfrentarse to the world always cambiante. Therefore, the members d the organisation have to have skill to resolve diverse problems, and no to realise, of repetitive way, a series of skilled activities. Besides, the solution of problems and takes it of creative decisions that requirein the turbulent environments effectbetter in groups where the members can communicateopenly. Therefore, in the turbulent surroundings, is convenient an organic system, that is that that characteriseby or informalidad, work in groups and open communication. D. Reduction of Size In recent years, the managers of a lot of American organisations have practised a type of process of design organizacional that concedes enormous importance to the conditions of the surroundings of his organisations. This type of take of decisions know , in general, with the name of restructuring. In the actuality, to the restructuring is used to to comport a decrease of the organisation, or to be more descriptive, a reduction of size. The managers of a lot of companies adopted bureaucratic structures for his organisations when the times were more stable, when the companies dominated his respective environments and when the supposed on the economic growth sustained arose with regularity. Therefore the big companies developed bureaucracies of a lot of levels, that over time, resulted excessively onerosas when they neededfast answers, in time that changed at full speed. Oleada of fusions, despojos and acquisitions; the desregulacin of some industries, the privatisation of the public companies and to the increasing quantity of new companies, emprendedoras, intensified the world-wide competition. Besides the technological advances of long scope forced to the managers of companies very burocratizadas to adopt structures less hierarchical, stop can adapt more to his environments. The most important concepts of the present are, efficiency, productivity and quality and the organisations have opted by structures lighter and flexible that can answer with main ease to the rhythm of the changes of the world-wide markets. The reduction of size referto this series of changes in the design organizacional. AndSPRITU EMPRENDEDOR Theemprendedorperceivesopportunitieswhereothersdonotseeordonot interestthem,basicallytheemprendedordetectsaneedandafterwards gathers the hand of work, the materials and the capitalthat needto satisfy this need,thespirittoundertakeisdifferenttotheadministration,puesthefirst involvestoinitiatechangesofproductionwhereasthesecondinvolvesa coordination , in constant formof the process of production , the emprendedor alwayslooksforthechangeanswersinfrontofhimandexplodesitlikean opportunityTHE PROFITS OF THE ESPIRITU OF THE EMPRENDEDOR THE GROWTH ECONOMICO The economists have determined that the small companies are those that provides main places of work a study realised launch that the companies that have between 5 years of time of life in the market hire to a main quantity in 50 main times that hire them that they realise the companies with more than 20 years of existence in the market THE PRODUCTIVITY It is to say the capacity to produce more goods and services with less hand of work and others insumos this taskas Jhon Kendrick basedis two appearances : Investigation and development and the investment in plants and new machineries THE TECNOLOGIAS , THE PRODUCTS And THE SERVICOS NEW Many of the people that had ideas on inventions of new technologies of products or services were employed of big corporaciones , which deniedto at least consider the new invention , forcing like this to the emprendimiento of these people THE CHANGES IN THE MARKETS The employers enturbian the water of the competitionin the markets, zoltan acs says that the small companies created by the employers are agents of change in the economy of market THE EMPRENDEDOR : In sight that the emprendedores can contribute positively to the society and for example creating new places of works , the researchers have treated to analyse hispersonalities, skills and attitudesas well as the conditions that fomentan his development , the investigations have launched that exist some factors that are characteristic of the emprendedores . THE FACTORS PSICOLOGICOS:The origins of the psychological roots of the emprendedor were posed by David McClelland showed that the people that would follow business careers for example sales had a big need of attainment and like to follow and assume affine risks to be able to attain wealth, power , prestige, security , self-esteem and service in the society , Take Begley and David P. Boyd Identified 5 dimensions : NEED OF ATTAINMENT: The emprendedores achieve a high qualification about the concept of the need of attainment of McClelland. POSICION And CONTROL : it Expresses the idea that the people and no the luck controls his existence so much emprendedores and managers are used to to think that they are owners of his own destinations TOLERANCIA IN FRONT OF THE AMBIGUITY :A lot of decisions takesometimes with information little reliable or uncertain , neverthelessthe emprendedores enfrentan main ambiguitypues perhaps are doing the things for the first timeand because they are risking his form to winthe lifeTOLERANCIA AL RISK : The emprendedores that are had to take risks moderated to the opinion obtain performances higher on the active that the emprendedores that do not take risks or run them exageradamente BEHAVIOUR OF THE TYPE To: referto the impulse to do more in less time so much the founders like the managers of small companiesare used to to obtain the highest qualifications when it measureshis behaviour of the type To. THE FACTORS SOCIOLOGICOS:With frequency , the minoritary groups feel that the patterns discriminate them was direct or indirectly ,in addition to that the places of gerencia few times are occupied by pertaining people to the minority, this frustration has done that the minority an environment according to his needs and that believespaces that allow him create and prosperar this fact more the attractive incentive to be able to direct a company have made possible that increasingly people convertin emprendedores in addition to old beliefs like the one of that , the gerencia only has to be directed by white men , nowadays the people afroamericanas are convinced that the places of business work from the advertising until architectural services contain opportunities of will grow they addsthe participation of the women in the business field nowadays has seenthat the women initiate small businesses to a speed of almost the double that of the menOBSTACULOS FOR THE ESPIRITU EMPRENDEDORWhy fracasan the emprendedores? As Karl Vesper the reason is the absence of a viable idea, also the little knowledge of the market in occasions is also difficult to attract to people with knowledges and experience because they already findworking with good wagesalso is the subject of the budget or the main seed that in average oscillates between 25 000 to 100 000 dollars that needto begin a business, Vesper mentions that there are 12 obstacles that hamper to the emprendedor HOW REINVENTAR THE ORGANISATIONS? When an organisation sets up, the administration increasingly doesseriously in addition to the possibility that the organisationsaletarguen or go in in some processes of stagnation, Peter senge warn that this could mean that the members of the organisation arriveto concern so much for adaptingthat it do not give them time., ideas, or new products. Senge Mark the difference between the adaptative learning: (enfrentar the change) and the learning generativo: it Is ENVIRONMENTAL HELPS 1. Contacts in the market2. Companies local incubators 3. Hand of able local work 4. Education and technical backrest 5. Help of providers and credits 6. Capitalist for local risks 7. Bankers for capital of risk 8. Able local aides 9. Education of business spirit 10. Model of roles of triunfadoresA.To fault of a viable concept B. Fault of knowledge of market C. Fault of skills and technical D. Fault of initial capital E. Fault of business knowledges F. Complacencia , fault of motivation G. Social stigma H. Padlocks in the employment Manacle of gold I. Pressures of time J. Juridical limitations K. Protectionism, Monopoly L. Inhibitions of patents OBSATACULOSto say the creativity that deriveof a conjoint effort of the members of the organisation and that in summary constitutes the hope of the new organisations of the 21st centuryTHE REINGENIERA OF THE CORPORACIN. The reingeniera was a reaction against the swift and sudden changes of the half environment and the total inability of the organisations to be able to adapt to them front to this triedapply a little Orthodox solution, the call reingeniera means to apply a new engineer to the structure organizacional. It represents a reconstruction and no a simple total reform or partial of the company , do not treatto do fast repairs or gradual changes in the current engineer but to elaborate a design organizacional entirely new and different , this process basesbasein business processes and consider that in them oweto base the format organizacional , do not pretendneither improve the already existent processes , but substitute them completely bynew procedures , neither pretendautomatethe current processes. This would be the same that do more complex the ineficiente, as some authors the reingeniera is to go back to project the processes of work and the implementation of new projects, restructuring radically the business processes with the purpose to obtain an enormous improvement in the exert of costs, quality, attention, speed KEY APPEARANCES OF THE REINGENERIA FIRST APPEARANCE: A new form to think on the administration can contribute a different perspective to what is doingand why. SECOND APPEARANCE: Rediseo radical the authors Hamar and James Champy suggested that radical meant precisely this: no a modification but a reinvencin. They suggested also that this is the most important appearance of his approach, but today know that Although the rediseo radical with a reduction in the size can offer savings of costs in the short term, also can affect of negative way by force of remaining work. The work in team is each more important day in the modern organisation, but the efforts of team buildwith base in the confidence and this has to develop during a long period, at the same time that it can destroy with the rediseo radical. THIRD APPEARANCE: The reingeniera requires important results and for example attain that theclients that some time had to treat with several departments, today can do it with an alone person, or contact direct with the department that provides the service looked for. But the spectacular improvements balancewith the failures, the aim is to reduce the organisation to the essential and fundamental FOURTH APPEARANCE: The need of an accurate analysis and to question the processes of the company is really important; however, the analysis of the processes has to go further of the operations and include the analysis and the integration of the technical and human systems, as well as the total administrative process, without forgetting the tie of the company with the external environment, treats to understand the that and the because and no the and of the process. EXAMPLE OF THE APPLICATION OF THE REINGENIERA: Rsatel S.To a company minorista that devotedto the rubro of sales of flowers, before was client of several distributorsand worked with sales by catalogue. His process consisted in buying flowers to a distributor (that it bought them to the plantadores). It mounted the arrangements in boxes (according to the catalogue of products) and sent them to the clients in trucks .It was an expensive and slow process, pues required a venue to mount his packages and vehicles to deliver them to the clients. It arose the idea to do the reingeniera of the process by means of strategic alliances Why not substituting to the producer so that it wrap the flowers as the catalogand why no acudir to Federal Express so that it do the fast deliveries carrying the bouquet from the producers until the clients. Like this the company delete the participation of the intermediaries, hill the factory, sold the trucks and sacked personal, likewise did some proofs, printed a new catalogue and create a company delegated thatresume to a small office where takethe requests by telephone andexpiden order them so much to plantadores near, to the consumer and to federal express that transports the flowers during the night in his practically empty vehicles. The previous process took 9 days, from the delivery of the producer until the delivery of the consumer. The new alone process took 2 days. CONTINUOUS And PROGRESSIVE ADVANCE It AFFECTS A PART OF THE ORGANIZACION SPLIT OF PARADIGMS It TRANSFORMS THE ORGANISATION LIKE An EVERYTHING INCREMENTAL CHANGE (TOTAL QUALITY) RADICAL CHANGE (REINGENERIA) Producer P Truck P Provider Truck P Distributor Truck VendorTruck Delivery to the consumer 1 Day 2 Day 3 Day 1 Day 5 Day 7 Day 6 Day 8 Day 9 Day 2 Day 4 Day Producer P Delivery to the consumer THE STRUCTURE And THE PROCESS TO ORGANISEOrganise is a process that requires considerseveral fundamental elements. Like this, the structure organizacional has to reflect: 1. The objective and plans, because of them derivethe activities. 2.The available authority for the administration of the company, since in any organisation the authority is a certain right socially that you exertof discretionary way and, as such, is subject to changes. 3. The environment that surrounds it, as any plan, whose premises can be economic, technological, political, social or ethical (although also can be it the ones of the structure of the organisation). Like this, the structure has to design to work, allow contributions of the members of a group and help to the people to achieve the aims with efficiency in a future cambiante. In this sense, a structure organizacional effective never can be static and neither there is one that work better in all type of situations, but that depends of the situation. 4.As the organisation is endowed of personnel, the grouping of the activities and relations of authority of his structure has to consider the limitations and the habits of the people, this does not want to say that the structure have to design around the individuals (before well, has to carry out around them put and the activities that accompany them); of any way, is important to consider the type of people with which will conformTHE QUALITY: Definethepreciseconceptofthequalityisverycomplex,speakofqualityis more than alone speak of an upper product to the measure and to good price , involvestomassintheproductionofservicesandservicesincreasingly competitivebesidesmeanstodothethingswellintheorganisationfromthe IMPROVEMENTS IN THE PRODUCT It OCCURS BY MEANS OF THE NORMAL STRUCTURE And THE PROCESSES GERENCIALES TECNOLOGIA INOVADORA It CREATES A NEW STRUCTURE And A NEW ADMINISTRACION IMPROVEMENTS IN THE TECNOLOGIA NEW PRODUCTS TO CREATE NUEOS MARKETS first time in place to commit errors and have to correct them, to measure that happens the time the clients increasingly wish products of high quality and the managershavetotakecertaindecisionsinbasetosuchexigencias,For examplenowadaysthepostulantestotheuniversitiessuecompetent universities that the service that offerwas to of quality or also when one wants to go to attendto the hospital , needed a skilled attention and of quality , so that it requiresfomentar an administration of the total quality , which means that the cultureoftheorganisationdefineandbaseinachievingconstantlythe satisfactionoftheclientsbymeansofanintegralsystemofinstruments ,technicalandqualification.Thisinvolvesthesuperacinconstantofthe processes of organisation which derive in products and services of high quality. HISTORY OF THE QUALITY: AftertheIIworld-widewaroccurredbetween1939to1945,Japanremain totallydestroyedanditwasnecessarytoreconstructitfromthebeginning,a groupofNorthAmericanexpertsdirectedtoJapanwiththeaimtohelpto reconstructsodevastatedcountrythroughthebuildingofimplantationof modernfactories.HomeroneoftheNorthAmericanteachthemtothe Japanesetouse thestatisticsinthe processesofmanufactura,thesereferredtomeasurethevariationsoftheprocessesofworkandtoimprovethemin constantform,beforethestageofthefinalinspection,withthepurposeof prevenir the production of products with fail.THE 14 POINTS OF DEMING:1)ATTAINTHEPROOFOFPROPOCITOTOIMPROVETHEPRODUCTS:Deming sustains thatthedirectionowetohaveafirmcommitmentwiththequalityand changehisapproachofshorttermtothelong.Thequalityandnothe utilitiesowetobeinthebottomofthepurposesoftheorganisation.As Deming , the utilities are a consequence , that results of natural form that the organisation focusto the quality2)ADOPTTHENEWFILOSOFIA:AsDemingtheacceptancethatwefoundusin anotherera,inwhichrequiresapermanentincreaseofthequalitysothat thecompaniescansurvive,baseinkeepingtheproofofpurpose.The gerenciaowetorefusematerialofinferiorquality,badmanualwork, defectiveproductsanddeficientservicesdoesnotsufficewithreducingto theminimumthedefectsthesehavetobedeleted,owetodismantle entirelythetraditionalsystemandchangeitbyanother.Alltheemployees owe to back the new culture and reflect his commitment with the quality. 3)NOTFOLLOWINGDEPENDINGOFTHEMASSIVEINSPECTIONS:Deming recognise that when they presenterrors, have lostefficiency and efficiency, therefore they owetoabandonthemassiveinspectionstofinderrorsafterthesehave occurredandowetocreatequalityfromthebeginning.Theprocessof continuousimprovementdiminishesthecoststhatderivetocommiterrorsandafterwardscorrectthem.Theproductionofarticlesofbigqualityalso alientathesatisfactionoftheemployees,becauseitallowsthemfeeland enorgullecerse of his work , pues although it is true the work dignifies to the man , is very important to find errors and correct them from his origin where realisesthe work 4)FINISHWITHTHEHABITTOCONCEDEALONEBUSINESSESWITHBASEINTHEMARKED PRICE:Demingsustainsthatitiscontraproducentesustainarelationof opponent with the provider and that instead believe a tie with this, saysalso that the price does not matter but until you linkwith a measurement of the quality that purchase . The statistical instruments are very important so that thecompaniescanevaluatethequalityofhisprovidersandpieces purchased5)IMPROVECONSTANTAndPERMANENTSIISTEMAOFPRODUCCIONAndSERVICES: The obligation of the gerencia to look for methods to improve the quality does not finish never. It is of the opinion that the improvements presentafter studying the same process and no the defects, in addition to that improve the process isresponsibilityofthedirection.Inthissense,theapproachthatdirectto thereingenieraofthecompaniesiscongruentwiththeeducationsof Deming 6)CONSTITUTEMETODOSMODERNOFCAPACITACIONINTHEWORK:AsDeming the qualificationcoversmorethanaloneteachtotheemployeestouse instrumentstoimprovethequality,forexamplethestatisticalcontrolofthe quality. The qualification also consists in ensuringthat the workers receive the knowledges and necessary skills for the works that exert7)INSTITUIRLEADERSHIP: As Deming the supervisors limitto indicate him to the workers what owe to do and to watch that they do it , administer prizes and sanctionsinadditiontothedisciplinarymeasuresandcorrectivashowever donotconsiderthefactoroftheleadership,theleaderssplitofthe supposition that the workers pretend to do the things the best possible and encouragefor helping to the workers to develop all his potential .In the case ofthe managersoflowlevels,thisinvolvestoteachandcapacitar.Tohis time,thehighdirectionhastohelptodesignandapplyastrategicvision thatbaseinacultureACTandensurethathisownbehaviourmanifests values that sustentan said culture8)FINISHWITHTHEFEAR:Demingsustainsthatitisimportantthanfeardonot preventtotheemployeesdoquestions,reportarproblemsormanifest ideas.Theemployeesowetofeelsafesothatcanpursuethequality, properlyinthejobcentre,Anopenculturewherethe people donot fearto say the truth, finish with the fear to speak clear perhaps have something of ethical. A lot of analyses recommend that, on all in these timesof so much competition,thefrankcommunicationofethicalnormsandtheconclusive acts that reinforce these norms , is necessary so that the company engagewith an ethical that conclude in frankness9)REDUCEBARRIERSBETWEENTHEAREASOFSTAFF:Demingconsiderthatthe existent barriers between the functional departments are contraproducentes. The employees can improve his productivity knowing more to the others and coordinating his efforts are cual was his professional field. The structures of thetraditionalorganisationstendtofomentarthecompetitionbetween departments, as Deming, the employees recognise that independently of his speciality all share the same put general. The competition has to be against other organisations but no between the members of the same10) DELETELEMMAS,EXHORTACIONESAndOBJECTIVEOFTHESTRENGTHOFWORK: Demingsaysthatitputitgeneralofthecontinuousimprovementshaveto remplazarthesigns,lemmas,etc.Thatsupposedlytheyaresourceof motivation and inspiration. It criticises to the companies that treat to motivate tohisemployeesusingspeakersandtreatiesofinspiration,puesonly frustrate tothe employeesthat do not feel breathto do the thingsthatthe existent administrative system asks them do11) DELETETHEQUOTASNUMERICAS:Deming is adherent to suppress the quotas by thatthesefinishbyfomentarthatthepeoplemassinthequantity,alotof times at the expense of the quality , in place to pursue numbers ciegamente12) WITHDRAWOBSTACULOSFORTHEPRIDESINTHEWORK:Deming sustains that you owetosuppresstheannualqualificationsorthesystemsofmerits.Ifthe people inherentemente , wants to work well, as it presupposes Deming then it does not need these systems of incentives .What needs is help to surpass theobstaclesthatpresentthematerials,theteamandtheinappropriate qualification , the systems that pretend to withdrawthese obstacles owe of remplazarthesystemsthatpretendpresionartheexert,doingthatthe workers seat that always are being judged , classified and described13)INSIISTTIRINAPROGRAMVIGOROSOOFEDUCACIONAndCAPACITACION:Demingconcedebigimportancetothequalification.Thisincludesapreparation been used to with regard to the instruments and the technicians of control of qualityaswellasadditionalinstructionontheworkinteamandthe philosophy of the culture of the ACT. 14)TAKEMEASURESTOATTAINTHETRANSFORMACION:AsDemingthewhole organisationhastoworkjoinedsothatittriumphthecultureofthequality .Themanagerialcarsdesignapplythestrategyandtheworkerscan cooperate to attain a culture of the ACT. MODEL OF BALDRIGE:The increase of the competitiveness of the Japanese industry reason, to the equal that occurred years later in Europe with the creation of the model EFQM, that in United States in 1987 the government created the prize Malcom Baldrige with a triple objective: Improve the practices and capacities Facilitate the communication and the transfer of the best practices that the American companies Model of Quality Deming or Japanese General Policy(10%) management(10%) education(10%) Collection of information (10%) analysis(10%) standardization(10%) Control(10%) Quality Assurance(10%) planning(10%) Results(10%) Serve like technician to understand and gestionar the result , the planning and the trainingThe implantation of this model offered the possibility to unify the practices of the Management of Quality along the American territory ( Dellana Hauser 1999) and to possess a language and a common philosophy ( Garvin 1991) , as they Swear (1994) defines it like the integral conjoint elder of actions to achieve the world-wide quality . The first version of the model went out to the light in 1988, to be reviewed significantly in 1992 and finally in 1997, orienting to the excellence, the main modifications suffered with the change of orientation centreregarding the business results and to the approach to the clients and market. This model has evolved to be a way to recognise and promote exemplary practices of quality to be a structure comprensiva for the exert to international level EUROPEAN MODEL QUALITY: The EFQM is not only a theory , is the attainment of tangible levels of result ( in key areas that consider The best ) and the proof that allows us trust that these results will keepover time , recognising the potential for the obtaining of a competitive advantage in Europe by means ofapplication of the total quality excellence , 14 important companiesof Europe took the initiative to create the European Foundation for the Management of the Quality European Foundation for Quality Management ( And.F.Q.M) , in 1988 EFQM had more than 1000 pertinent members of the majority of countries of Europe and of all the business sectors and organisations no yielding .His mission is to improve the competitiveness of the European organisations by means of the improvement of his management and this seestranslated in positive results , the criteria of results treat of what has achievedthe organisation and of what is achieving . All the criteriaof the results owe to analysein terms of: The achieved really by the organisationThe attained regarding the own aims of the organisation The results of the competition The results of the organisations considered like better in his classThe relations causes- effect between the agents and the results EFFECTSOFTHEGLOBALIZACIONINTHEBUSINESS ORGANISATION The globalisation like consequence of the before analysed factors, produces effects in the organisations, any one was his dimension. Can observelike the process of globalisation unchains in the company the orientation of a new organisational structure, of this way, S. Garca (1996, p. 12) it signals that "...It involves a change of mentality very important to the hour to design the business activity and his management. This It demands the development of institutions that of fast way assume the new organisational designs, and demands, of people and individuals, that are had to realise new behaviours". The more destacable of the previous is the change of mentality that have to assume the participants of the economic unit, since they are they the main resource to face the new challenge. POLITICAL PRESS TECHNOLOGICAL DEVELOPMENT RELOCATION GLOBAL FINANCIAL MARKET GLOBALIZATION NEW ORGANIZATIONAL STRUCTURE INCREASED COMPETITIVENESS ACHIEVEMENT SCALE ECONOMIES NEW DIVISION OF WORK BEST USE OF RESOURCES SENIOR TECHNOLOGY INCORPORATION The new organisational structure has to have like main objective the attainment of competitive advantages, that allow him remain, and in the possible, grow in the market, as well as enter in other new. In the frame of the new economic stage the company has to look for the opportunities that posibiliten obtain a main competitiveness. For the attainment of this aim have selected four appearances that have to be considered, those that are closely related with the degree of globalisation that affects to the entity, to knowledge: Aprovechamiento Of economies of scale. New division of the work. Better utilisation of the available resources. Main incorporation of technology. To. APROVECHAMIENTO OF ECONOMIES OF SCALE. The globalisation allows to the companies take advantage of big economies of scale, so much in the productive area and in any another activity developed. For S. Garca (1996, p. 11-12) the attainment of economies of scale in economic systems more open, without barriers, is the result of two components: The economies of scale that attains directly the company, basing in his own differential fact, this is, each company develops a strategy based in those elements in which is different to the other and, consecuentemente, in what is better that they. The second component identifies it like a virtual "fact", is to say, exists one second economy of scale that comes given by "the another". Remember that in an economy globalizada the operations are realised in networks, thus, the economies of scale transfer . In this way each participant of the network contributes the best of himself, is to say, his efficiency. This situation presentin the diverse acquisitions that has to realise the company for his productive process or another business activity. B. NEW DIVISION OF THE WORK. The new economic surroundings makes possible that the companies develop only the activities in which really are efficient, in other words, where possess his fortresses. In this way they can deliver to other companies, in any place of the world, the development of the activities in which do not possess big competitiveness C. BETTER UTILISATION OF THE AVAILABLE RESOURCES. The global company has to orient his activity to develop competitive advantages that allow him the growth in the market, so much local and world-wide. In this sense, the entity has to use of the best possible form the available resources. These consider productive factors like the work; the capital and the prime matters, besides has to consider the information like an available resource that has to be used of efficient form, since it represents an essential instrument to create differentiation between the companies. D. MAIN INCORPORATION OF TECHNOLOGY. One of the increasingly demanded requirements by the consumers is the presence of a technological improvement in the products. It is really impressive and in some sectors has arrivedto a technological evolution of big level, producing a true war between the companies leaders in investigation and development (I+D). By this, is necessary that the companies every time incorporate a main degree of technology to his products. For this they will have to invest in activities of I+D, already was to own level or subcontracted. This situation, repercutir in a need to increase the quota of market to be able to realise the amortizaciones respective, corresponding to the main incorporation of technology, besides, the cycle of life of the product every time is lower to consequence of the technological evolutions. TEORIA OF THE ORGANISATIONS Theory of the organisations is not a compilation of facts, is a way to think about the organisations.Theory of the organisations provides us the suitable mechanisms to analyse more exactly to the organisations, helps us to understand diagnose and answer to problems and emergent needs.The way to study and analyse to the organisations, is based in models and methodologies of the behaviour and design organizacional.The specialists in organisations investigate and establish these methodologies, measure them and publish them, he is macro examination of the organisations because it analyses all the organisation like an alone unit. A new field of studies of the organisations is call meso-theory that concerns with the integration of the micro and macro level of analysis. Individuals and groups affect to the organisation and this to his time affects to the individuals. For prosperar in the organisations, the administrators and employees need to understand simultaneously the multiple levelsof analysis.For example, the investigation can show that the diversity of the employees improves the innovation.To facilitate to the innovation, the administrators need to understand like the structure and the context of the organisation (theory of the organisations) are related with the interactions of the diversity of the employees (behaviour organizacional) for potenciar the innovation because so much the macro and micro variable take part in the innovation. The theory of the organisations is directly notable for the gerencia high and average and partially notable for the gerencia operative.The administrators ofthehigh gerencia are responsible of all the organisation and have to establish objective and develop strategies, interpret the half external environment and decidethe design of the structure.The gerencia half concerns with the departments and has to establish like the departments relatewith the rest of the organisation.The gerencia half has to design his departments for acoplar the work of the unit and treat with subjects of power and political, conflicts intergrupales and of information and systems of control which are part of the theory of the organisations. The field of study of the theory of the organisations, concerns partially with the gerencia operative, because to this level of supervision has to see with employees that operate machines, write letters or sell products.The theory of the organisations concerns to the part macro of the organisation and his main departments. SOURCES OF THEPOWER:The power does not emanate simply of the level that occupies the person in the hierarchy of the organisation. John French and Bertram Raven have identified five sources or bases of power: THE POWER FOR RECOMPENSAR Basein a person ( The influential) that has the capacity for recompensar to another person ( The influenced) for fulfilling orders or achieve the results required, For example a power that has the Prof. Granda To assign academic tasks to the students of the II cycle of the UNMSMTHE COERCIVE POWER Basein the capacity of the influential to sanction to the influenced by not fulfilling with the requirements , is the contrary side of the power for recompensar the punishment can go from receiving a reprimenda until being sacked of the companyPOWER LEGITIMATE (Formal authority) presentwhen an employee or an influenced recognise that the influential has right to exert influenceinside some parameters, likewise involves that the influenced have the obligation to accept this power. For exampleThe right that have the professors to establish dates for the partial examinations and ends EXPERT POWERBasein the idea or concept that the influential has some notable experience or knowledges andspeciales that the influenced does not have. For example whenwe followed the instructions of a financial analyst are recognising the power of an expertPOWER REFERENT That can recaer in a person or group , basein the wish of the influenced to identifywith the influential or treat to imitate it , for examplethe professor gozara of the power of reference if the students have reasons to emulatehis habits to arrive early to classes THE AUTHORITY: It is a form of power ,specifically the formal authority is legitimate power .However with frequency the finish usein a wider sense when you speakof other types of power .When it saysthat somebody is an authority , in some field want to saythat the person knows a lot on the subject and therefore has power of expert , the formal authority is the type of power that associatewith the structure and the administration of the organisations and basein that the recognition that the attempts that realise the managers for exerting influence are legitimate . The people or groups that treat to exert influenceare perceived like entes that have right to do it inside them limit recognised, treatof a right that emanates of his formal place in an organisation, the base of the formal authority has been subject of constant debates in the American society, besides this oweto analyse like result of what could go out badly like result of the exercises to exert the authority. BASE OF THE FORMAL AUTHORITY: 2 DISPOSALS

A)DISPOSICION CLASICA :sustenta In that the authoritysustenta in the highest level and of there low in downward level , an example is the hierarchy by ranks of authority of the military and in the police strengths, the managers have the right to turn order licitas to the employees ofthe organisation and they have the obligation to obey B)DISPOSICION OF ACEPTACION : Consider that the base for the authority this in the influenced and no in the influential, in other words no all order themand laws licitas are obeyed in all the circumstances some are obeyed by the influenced and others no although this position do not suggest the insubordination and the disorder, Chester I. Barnard , the defensor of the THE CONSTITUTION GUARANTEES THE RIGHT TO OWN To BUSINESS GOODS AND CONTROL TOUR MANAGER ORDERS ORDERS PLOUGH OBEYED TOUR MANAGER ORDERS SEE RECEIVER ACCEPTANCE ACCEPTANCE NO ACCEPTANCE POSITION OF ACCEPTANCE concept of acceptance defines 4 necessary appearances so that an employee accept the upper authorityThat can understand the communiqu ( order) and that understand it Than in the moment to take his decision , think that it is not incongruous with the purpose of the organisationIn the moment to take decisions considerthe compatibility of the personal interest of the influenced in general If record the order owe to be in physical and mental capacity stop can fulfil itTHE DELEGACION:The form in that it will distributethe formal authority inside the structure of the organisation is a key decision to organise, delegate is to assign to another person the formal authority (legitimate power) and the responsibility (legitimate power) and the responsibility to exertspecific activities. The managers have to delegate in the employees so that the organisation work with efficiency pues does not exist able manager to be able to supervise and do charge of all what occurs in the organisationMAIN ADVANTAGES OF THE DELEGACION: Those that more tasks the manager can delegate so many more opportunities will have to inhale and accept a main responsibility between the managers of levels higher It makes possible that the employees when accepting responsibilities and apply his trialIt increasesthe disposal to take better decisionsIt accelerates takes it of decisions TASKS OF A DELEGACION EFFECTIVE: DECIDE THAT TASKSCAN DELEGATEA lot of tasks owe to be delegated , some are lower decisions and works that repeat, however some very demanding tasks and difficult can delegateto the employees and with them will doa lot to develop them DECIDE To THE ONE WHO ASSIGNED HIMTHE TASK The managers l moment to decide the one who will do such or cual task first posesa series of interrogantes. Who has available time? It requires the work some special skill? To who would result him a positive experience realise said work? PROVIDE SUFFICIENT RESOURCES TO REALISE THE TASK DELEGATED All the authority delegated of the world will not serve him to the influenced if this does not have the financial resources , administrative or of the necessary time to realise the work DELEGATE THE ASIGNACION Al delegate the allocation the effective managers provide the pertinent information on the same. In the measureof the possible, specify the resultsexpected but no the methods that used . It is more cultivate a climate of free communication between them and the person to it the one who have delegated him the taskBE PREPARED TO TAKE PART IN CASE WAS NECESSARY The tasks delegated can seecoartadas when the resources are not sufficient or when the person to the one who has delegatedthe tasktopa with the opposition of others , in occasions this occurs because other types of power are operandESTABLISH A SIISTEMA OF RETROALIMENTACION The managers that delegate establish a system of points of control and retroalimentacin of such way that they can be to the so much of the advances and offer better councils to adjust the things when they are in full course DESIGN OF THE PLACESThe design of the places of work is a vehicle to put in practice in form sistmica the measureof decentralisation that want the managers and that considers necessary to achieve put them of the organisation, like this the design of the places is a form that allows to communicate to the employees the opportunities that will have these to exert power and authority1)THE DESIGN MECANISISTE OF THE WORK : it Was contrived by Frederick W. Taylor , the one who systematically deal that the workers were simple and efficient , for example in his factory the employees of a line of montajerequiredthat the worker do one or two simple things , which were easy and fast works to learn however this subtractsmotivation to the employee to work with spirit , the authority in this approach is of some degree of power of expert 2)MOTIVATIONAL DESIGN OF PLACES : Hackman identify 5 central dimensions of the work : The variety of skills , the identity of the task , the meaning of the task , the autonomy and the retroalimentacin Hackman affirms that the works with responsibility that they understand have more motivation or are satisfied , the people whose work involves an important quantity of diverse skills , identity with the task and significance of the task , experience the work like something full of sense . An important degree of autonomy does that the workers are more responsible and that answer by his acts , the retroalimentacin offers them an useful understanding of his papers and specific functions , when more approach a work to have the 5 so much main characteristics the probability that the person that exert it this very motivated and satisfied 3)BIOLOGICAL DESIGN OF PLACES: Also called ergonomics, represents a systematic attempt for doing that the work offer the main possible security THE PROCCESO OF CHANGE: As kurt Lewinafter leaving a brief lapse to treat to do the things of another way , when you leaveto alone to the person , these tend to go backto his patterns conductuales previous , with the object to surpass these obstacles Lewin design a model of three steps that can be applied by equal to people, groups or whole organisations , treatof descongelar the present pattern of behaviour to change or develop a new pattern of behaviour and afterwards re freeze or reinforce the new behaviour : 1)DESCONGELAR : It involves to do that the need to change result so evident that the person , the group or the organisation can see it with ease and accept it2)CHANGE: it Involves to discover and adopt attitudes , values and new behaviours , an agent of change directs to the people, the groups or the whole organisation along the process during the same the agent of change propiciara values , attitudes and new behaviours by means of the processes of identification and interiorizacin , the members identifywith the values , attitudes , and behaviours of the agent interesting themwhen they have perceived his efficiencyfor the results3)RECONGELAR :It means to ensure the new pattern of behaviour in his place by means of mechanisms of support or reinforcement of such way that happen to be the new norm , commissionof the design of places of work, tools and tasks, so that they coincide with the physiological characteristics, anatomical, psychological and the capacities of the worker. It looks for the optimization of the three elements of the system (Human-machine-environment), for which elaborates methods of study of the person, of the technician and of the organisation. EXCHANGE RATES PLANNED: The changes that can doin the organisation attainmodifying his structure, his technology, his personnelor a combination of all they APPROACHES FOR THEU CHANGE OF STRUCTURE STRUCTURAL TECHNOLOGICAL APPROACH CHANGE OF TECHNOLOGY CHANGE IN INDIVIDUALS REDESIGN, DECENTRALIZATION MODIFIED WORKFLOW OF THE ORGANIZATION REDESIGN OF INDUSTRIAL STRUCTURE AND OPERATIONS REDESIGN OF OPERATIONS BUSINESS SKILL CHANGES ATTITUDES, EXPECTATIONS AND PERCEPTIONS BEST RESULTS IN THE ORGANIZATION Change the structure d the organisation involvesreordenar his internal systems for example the lines of communication , the flow of the work or the administrative hierarchy , dividein two central axes : DESIGN ORGANIZACIONAL : basein defining with big detail the responsibilities of the places of work as well as create the divisions of work and the lines of exert suitable has insistedthat one of the most important trends regarding the structure is that it drives to a thin and flat organisation in which deletethe half levels of the administration to effects to accelerate the interactions of the upper controls with the employees no gerenciales same that obtain more responsibilityDECENTRALIZACION : It comports the creation of units smaller car contained in the organisation with the purpose to increase the motivation of the members of the unit and improve his results as well as mass his attention in activities prioritarias likewise also favourable that each unit adapt his structure and technology to his concrete tasks and his environmentMODIFICACIO OF THE FLOW OF WORK : they Can propiciar that it improve the productivity and the morals in the work a demonstration of this trend findin the quantity of money that can spend the employees , without requiringpermissionCREATIVITY And INNOVACION:In the current world every time is more important to be creative and innovative what means to think of another form and be opened to ways of the all new to contemplate the world, a lot of authors define to the creativity like generating new ideas and innovation like translatingnew ideas in new companies, JosephShumpeter considered that the innovations were source of success in the economy of markets, focus that in account sustento in the environment cambiante and competitive of the present. The organisation that was not creative in innovative perhaps do not survive, Therefore the managers of more and more organisations are looking for the form of propiciar and fomentar the creativity and the innovations, so much by part of people and of organisations. INDIVIDUAL CREATIVITY: The people have different capacity to create , the creative people are used to to be more flexible that the little creative , can change of an approach to anotherand are had to do it to solve a certain problem , prefer the complexthe simple and are used to to be more independent that the little creative , defending his points of view tercamente when they questionhis ideas , in addition to this question the authority with a lot of ease and tend to desobedecer order if they do not seem them that they are the correct . CREATIVITY And INOVACION IN THE ORGANISATIONS: The organisations have different capacity to translate the talent of his members in products, processes or new services. The administrators so that his organisations can take advantage of better the creativity, have to be conscious of the process of innovation in the organisations and take measures for fomentar said process. The creative process of the organisations features of 3 steps: THE GENERACION OF IDEAS: In the organisation of ideas depends more than nothing, of the flow of people and of information between the companyand his environment. For example a big majority of technological innovations has givenlike answer to the conditions of market. If the managers of the organisation are not conscious that it exists a demand in power for a productor that exists dissatisfaction with products already existent , is little likely that look for innovationsDEVELOPMENT OF IDEAS: Unlike the generation of ideas, that stimulateby external contacts, the development of ideas depends of the culture and the processes of the organisation can support or inhibit the development and the use of creative ideas. The acceptance of the approaches to resolve problems in rational form increase the probability that they recognisethe creative ideas , of big quality and that it developwith plenitudTHE IMPLANTACION: The stage of the implantation of the creative process of the organisations features of the steps that carry the solution or the invention to the market. In the case of goods manufacturados these steps include the engineering, the instruments, the manufactura, the proofs of market and the promotions, so that the innovations succeed to the moment to implant them requireof a lot of integrationbetween the diverse units of the organisation. The technical specialists, responsible d of the engineering of a new product, have to collaborate with the financial specialists and responsibleofficials that the cost of the innovations remain inside them limit practical. AS PROPICIAR THE CLIMATE OF THE CREATIVITY IN THE ORGANISATIONS SUGGESTIONCONCEPT ATTAIN THE ACEPTACION OF THE CHANGE The members of the organisation have to think that the change benefited them to them and to the organisation , is more likely that this idea presentif the members take part with his administrators in it takes of decisions FOMENTAR NEW IDEAS The managers of the organisation from the highest until the supervisors of the low level owe to affirm with clarity of word and in fact , that accept the new positions , the managers owe to be had to listen suggestions of the subalternosALLOW MAYOR INTERACCION Canpropiciar a creative climate and tolerante giving to the people the opportunity of interactuar with the members of his group of work and other groups, this interaction fomenta the exchange of useful information , the free flow of ideas and the cool perspectives in front of the problemsTOLERATE THE FAILURE A lot of new ideas result little practical or useless. The good managers accept and admit the fact that they will invest time and resources in new ideas that no always work PRESENT CLEAR AIMS And FREEDOM TO ACHIEVE THEM The members of the organisation owe to have a purpose and a course for his creativity when offering contours and reasonable limitations the managers also will have some control of the quantity of time and money that investin the creative behaviourOFFER RECOGNITION The creative people are motivated to work in areas that interest them, is so it has topropiciar the recognition by the tasks well throw with bonos or increases salariales for example. OPENSYSTEMSandSYSTEMCLOSED:The description of open system applyto the business organisation and can be defined like a group of parts in constant interaction ( interdependencia of the parts) in an all sinrgico ( the all is main that the sum of the parts)oriented to certain purposes and in permanent relationofinterdependenciawiththeexternalenvironment,betweenthe implicancias of the distinction of the open system and the system closed for the modern conception of the administration , project : a)The dynamic nature of the environment is in conflict with the static trend oftheorganisation.Ingeneralthisfoundconstitutedtoperpetuatehis ENVIRONMENTRESOURCESENERGYINFORMATIONINPUTSKNOWLEDGE ORGANIZATION ACE AN OPEN SYSTEM ENVIRONMENTPRODUCTSSERVICESINFORMATIONKNOWLEDGEENTERTAINMENT FEEDBACK Entrance EXITstructure,criteriaandmethods,insteadof changingthese elementsin accordance with the transformations of the environment b)Asystemorganizacionalrigidwillnotbe abletosurvivebutachievesto answerwithefficiencythecontinuousandfastchangesofthe environment c)Anopensystemlikeaclub,ahospitalorthegovernmentneedsto guaranteethattheenvironmentassimilatehisproducts,thereforeto guarantee his feasibility, the organisation owe to offer to the acclimatise productsorservicesthatthisneedorbutcreatehimtheneedofsuch productspuesonlylikethisguaranteeedthecontinuityofthesupplyof insumos and the assimilation of products. d)Thesystemneedsretroalimentarseconstantly,ofdebuggedandfast formduetothefactthatthecontinuousofferofproductsnowishedor unnecessarywillreducetheinsumosorresourcestoaverageorlong term,diminishinginconsequencethecapacityoftheorganisationfor car sustain and achieve purposesTheapproachofthesystemclosedhascarriedtotheorganisationtothe following distortions: a)The study and the practice of the administration drive to a concentration of rules of internal operation , to the apologia of the efficiency like primary criterion of feasibility organizacional and in consequence to the emphasis in procedures and no in programs b)Theperspectiveoftheorganisationlikesystemclosedisresponsibleof theinsensibilidadofthetraditionaladministrationtothedifferences between environmentsorganizacionalesofthefault of attentionandthe dependency between the organisation and his environment c)Theperspectiveoftheorganisationlikesystemclosedendsinthe insensibilidadtotheneedofchangesandcontinuousandurgent adaptation of the answers of the organisation to the environmentDESIGN ORGANIZACIONAL: The design organizacional is the process to build and adapt continuously the structure of the organisation so that it achieve his aims and strategies. The structure represents the interrelationship between the organs and the areas inside an organisation, and is doubly dependent: to out, it depends of the strategy that has definedto achieve the global aims, and inside the organisation depends of the technology that uses. The design organizacional is complex because of the existence of a lot of places and units whose integration and coordination demands much more that the simple accumulation or union of places or units. The relations between the places of an organisation have to take in account that each one is linked with others. Each place works like an own system that interacta with the other. Although with frequency the organisations are described like groups of people thatagrupan to pursue a common aim, actually are much more that this. Also they are conjoint complexes of functions, relations and responsibilities that no always are clearly defined neither delimited. The design of the structure is not immutable, but a group of complex variables in which can applyinnumerable options. The design organizacional involucra central appearances, for example, how divide the work and assign it to distinct places, groups, units and departments, and how attain the necessary coordination to achieve in form synchronised the aims of the organisation. These decisions generally giveto know by means of organigramas and descriptions of places. MODEL MECANICISTA And ORGANICOAl analyse the basic dimensions of the design organizacional can determine if an organisation follows a model mecanicista or organic. Both models are the extremes of a wide variety of combinations. When the basic dimensions of the design organizacional are very marked, observesa model mecanicista or traditional, whose characteristic are the formalizacin, the centralisation, the hierarchical authority, the specialisation and the standardisation of the procedures. The departamentalizacin gives place to true feudos in the organisation. The traditional model presents a pyramidal configuration, based in departments and places and is, basically, rigid and inflexible. It presents all the characteristics of the bureaucratic model, typical of the industrial era and that predominated during almost all the century xx. Instead, when the basic dimensions are little stressed, observesan organic model, that is increasingly common between the organisations that look for an exert flexible and agile. In this model exists little formalizacin, centralisation, hierarchy, specialisation, Complexity and standardisation. It presents a circular form, based in provisional teams and multifuncionales, and is extremely flexible and cambiante. It is suitable for the change and the competitiveness that characterise the era of the knowledge. The model mecanicista is suitable for stable surroundings or with few changes. The organisation mecanicista takes advantage of the stability with a design that looks for a main efficiency by means of several basic dimensions. As at all it changes, the formalizacin guarantees the documentation of all what occurs; the centralisation of the decisions allows an absolute control; the hierarchy guarantees the realisation of the works; the specialisation facilitates that each person do a specific work and the standardisation equalises the activities, what complicates the design. Like this, the organisation go backheavy, slow and intrincada, and prevents the change and the innovation in his pictures. MECHANISTIC ORGANIZATIONORGANIC ORGANIZATION -SPECIALIZED FUNCTIONAL DEPARTMENTS -ORGANIZATIONAL STRUCTURE HIERARCHICAL, PYRAMID, VERTICAL AND COMPLEX -DEFINITIVE AND PERMANENT ORGANSRIGID CHAIN COMMAND-VERTICAL AND FORMAL COMMUNICATION-CONSERVATIVE ORGANIZATIONAL CULTURE BASED ON TRADITIONS, RULES AND PROCEDURES-CONTINUOUS APPLICATION OF ROUTINE AND STANDARDIZED SOLUTIONS-FOCUS ON PRESETS ORGANIZATION SCHEMES AND METHODS - ORGANIZATIONAL STRUCTURE HORIZONTAL PLAIN AND SIMPLE- EQUIPMENT SELF AND SELF-SUFFICIENT- TRANSIENT AND EQUIPMENT EFIMEROS- FLEXIBLE CHAIN RELATIONSHIPS- INFORMAL COMMUNICATION NETWORKS- ORGANIZATIONAL CULTURE BASED NEW INNOVATIVE IDEAS, CREATIVITY AND CREATIVE SOLUTIONS AND DIFFERENTIAL INOVACION On the other hand, the organic design includes very few basic dimensions and adaptto the conditions cambiantes and dynamic of the surroundings, which favours the efficiency of the design and allow that the people have an enormous degree of freedom, descentraliza the decisions, reduces drastically the hierarchies and favourable the delegation of authority and responsibility in the people. Like this, the organisation purchases an enormous flexibility and adaptability, that translatein creativity and innovation, elements of big value today day. In this panorama there are two approaches for the design organizacional: the traditional and the sistmico. As the traditional approach, the base of the design organizacional is the hierarchical control and the vertical flow of the work. The nature of the organisation does upsetting in an administration centralised in the cpula, the personal and direct supervision, and the vertical relations Between boss and subordinated. This approach massin the boss and does not consider to the client, to the providers neither the horizontal flows in the processes of the organisation. The approach sistmico massin the processesand, Therefore, in the adaptation to the change and in the flow of the tasks in horizontal processes. The nature of organisation awards importance to the client, the processes descentralizados of take of decisions and the relations Horizontal. While the traditional approach basein the division Of the work and in the specialisation, the approach sistmico basein the vision holstica of the organisation and in the main processes that carry the products and services until the consumer. It is as if it leftto a side the organigrama to allow that the flow of work trascienda the borders. DIMENSIONS OF THE DESIGN ORGANIZACIONAL: The aim of this separated is to determine the dimensions that describe the specific characteristics of the design organizacional. These dimensions describe to the organisations of the same way in that the personality and physical characteristics describe to a person. The dimensions organizacionales dividein two types: the Structural and the Contextual.The contextual dimensions would be formed by the distinct factors of contingency that have detailed in the previous point, the size, the technology, the surroundings The structural dimensions describe the internal characteristics of an organisation. They establish the bases to measure and compare to the organisations. They Will be these last those that will explain with detail in the present point. Said dimension would be formed by the following conceptsCOMPLEXITY: referto the number of activities or subsystems, as well as to the degree of differentiation that exists in the organisation. The complexity can be measured along three dimensions: vertical, horizontal and space.The vertical complexity is the number of hierarchical levels of authority that there is in the company.The horizontal complexity is the number of functions or departments that exist horizontally along the organisation.The space complexity is the number of geographic units (offices, points of sale, manufacture FORMALIZACION: Referto the degree in which the works of an organisation are standardised, where norms and procedures guide the behaviour of the employees. If an organisation is very formalised, then the workers have little power of decision regarding what will realise, when will do it and how will do it. In organisations with a high degree of formalizacin exist descriptions of work explicitas.The universities of big size tend to have high formalizacin since it exists reglamentacin for students, workers and professors. In contrast, a small familiar business can not having any rule written and can be considered informal. CENTRALIZACION: Referto the hierarchical level that has an authority to take a decision. When it takes it of decisions is kept in the upper level, the organisation is centralised. When the decisions are delegates to levels lower is descentralizada Decisions organizacionales that could be centralised or descentralizadas include purchase of teams, establishment of aims, selection of supplies, establishment of prices, contratacin of personnel and the establishment of the territories of markets. KEY PRINCIPLES OF THE DESIGN ORGANIZACIONAL: 1)ENVIRONMENTAL FACTORS: the mission of the organisation, his vision, strategy, surroundings (macro and micro), technology used and groups of interest involucrados. 2)Anatomical dimensions of the organisation: size, configuration, geographic dispersion of the units and of combinations between them. 3)Tospectos of the operations: authority, processes, tasks and daily activities, and controls. 4)Consequences conductuales: I exert, satisfaction, rotation, conflict, anxiety and informal guidelines of the relations in the work As the combination of these factors is different in each organisation, does not exist an only form to design it. The design of the organisation constitutes an of the priorities of the administration. This platform has to attend three appearances: 1.The basic structure, that serves to plan the allocation of personnel and resources to each task, adopts the form of descriptions of places, organigramas, constitution of teams and of councils, etctera. 2.The mechanisms of operation indicate to the associated interns of the organisation what expectof them, by means of procedures of work, norms of exert, systems of evaluation, political on remuneracin and rewards, and programs of communication. 3. The mechanisms of decision allow to take forecasts that contribute to the process of take of decisions and to the process of knowledge. These mechanisms include agreements to obtain information of the external surroundings, procedures to cross information, evaluate it and put it to disposal of those who DESIGN ORGANIZACIONAL: TYPES OF STRUCTUREReferto the form in that they divide , coordinate and agrupan the different activities in the organisation in when to the relations between the managers and employees, between managers and managers, between employees and employees. The departments of an organisation can structure , formallygo in basic forms: By function, by product/ market, by matrix. FUNCTIONAL ORGANISATION: This type of structure organizacional gathers, in a department to all those that devoteto an activity or varied related, for example anorganisation by functionscan have departmentsfor production, marketing and sales. The manager of sales of said organisation would be responsible of the sale of all the productsmanufacturados of the company, in general the organisations that opt by this type of organisation are those that have few lines of products and by the same reason is that it facilitates the supervision nevertheless each department works aisladamente and focusonly in fulfilling his obligations of his area, for examplethe department of production perhaps centre ORGANISATION PRODUCT/ MARKET : This type of organisation also called organisation by division , gathers in a unitof work to all those that take part in the production and commercialisation of a product or a group related of products , to all those that are in some geographic zoneor all those that treat with sometype of client , when the departamentalizacin of a companytorna too complexto coordinate the functional structure , the high directiongenerally created divisions semiautnomas . In each division the managersthe employees and the managers design, produce and commercialise his own products, unlike a department by functions the division seemsan independent business in a crucial sense the director of the division depends of the central officeMATRIXORGANISATION: it Is called also system of multiple control, is a product hibridothat treats to combine the profitsof the two types of structure to the same time. The employees work under two chains of control , a chain of control is the one of functions or divisions , the type thatdiagram in vertical form, the second type is a horizontal disposalthat combineto the personnel of diverse functional areas or departmentsto form a business or a project , headed by the manager of project or group that is expert in the field of specialisationassigned to the team, satisfied the organisations have gonedoing world-wide many use a type of matrix for his international operations , although the matrix structures are complex for the organisation , have some advantages , pues with frequency is an efficient means to gather the different skilled skills that requireto resolve a complex problem , the problems of coordination reducenotably because the most important personnel for a project of work is gathered in form of group another advantage of the matrix structure is that it concedes to the organisation a big flexibility to save costs however also exists a disadvantage , pues no all the members of the organisation can adapt well to this matrix system , the members of a team owe to have good interpersonal skills , be flexible and cooperative besides the morals can seeaffected of negative way when the personnelreordena , once finished the project initiateother new another disadvantage is that if the hierarchies are not established with solidez and communicated with efficiency , exists the danger in opinion of other analysts that the contradictory guidelines and the badly defined responsibilities tie the hands to the manager . Design Organizacional: The design organizacional is To process, in which the managers take decisions and in turn these decisions plough fulfilled by the members of the organization, it takes ace an intention to put into practice strategies that originate in the head of the organization.The decisions on the design organizacional often include the Diagnosis of multiple factors, between them the culture of the organization the power and the political behaviors and the design of work. The design organizacional they represent the results of To process of decision making that include environmental forces, technological factors and strategic elections. Objectives: Divide work tasks and areas Assign and Use resources of the Organization establish relations between individuals, groups, departments and levels of authority. Assignduties and responsibilities associated with Individual posts Jerarquizacin: Afterwards to having divided the work, have created departments and chosen the stretch of control (the stretch of control does reference to the quantity of people and departments that depend of to manager specify), the managers can select to chain of control; it is to say to plan that specifies the one who depends of who. The result of these decisionsis to pattern of diverse strata that knowlike hierarchy. In the summit of this hierarchy findsthe Director or directors of main rank, which commissionand takes responsibility of the operations of all the organisation, these directors plough known like general director (DG), president or executive director. The Jerarquizacin inside the organisation is important because it influences in what occur with the labour relations in To specific department and that affects the speed of the decisions that involve diverse levels of hierarchy.

Coordination: It is To process which consists in integrating the diverse activities of independent departments with the purpose to pursue put them of the organization with efficiency. Of not existing the coordination, the members of the company desconoceran his paper inside the organization and would seetempted to follow the interests of the department to the cual belongs leaving sideways the aims of the organization. Differentiation and Integration: What more needs an organization of efficient coordination, is but difficult obtain it. This occurs with main frequency when the tasks Plough very skilled. Paul R. Lawrence and Jay W.Lorsh Have signalled that the division of work involves something more than the obligations of Individual work. Besides it influences in the form that the employees perceive to the organisation and his paper inside the same, ace well ace the form in that the people relatebetween himself. These differences that Lawrence and Lorsch call differentiation, can complicate the task to coordinate with efficiency the tasks of the work. They have identified4 types of differentiation: The people of different areas Plough used to to develop own perspectives regarding them put of the organization and the way to achieve them. Example: The counters could see the Control of costs like the most important element for the success of the organization whereas the comercializadores want more variety of products and better quality. People of the same unit of the work generally have To perception of the very different time to the one of other units. Example: The personnel of production is accustomed to resolve Crisis immediately, whereas the personnel of investigation and development focusmore in put on to long-term basis. The Interpersonal styles, for example in production where the processes plough faster the people could communicate of clear and brief way; by the contrary in the area of investigation and development would carry out to calmer communication that fomente to rain of ideas and contribute by part of his members. The formalidad, this can be different regarding the departments; whereasto unit of production perhaps need norms very specify for the results, in the department of personnel can exist norms more general. Three approaches for the methods of effective coordination for the managers: Design of places of Work: It is the process that consists in describing and register the end ofTo place of work, the conditions under which carried out, and the knowledges skills and attitudes that needed . This is necessary due to the fact that each place sues different knowledges, qualities and levels of skill, is necessary to planeacineffective of human resources that consider these requests for the places. The design of places consists in determining the specific activities that have to develop , the methods used to develop them, and how relatethe place with the other works in the organisation.Mondy (1997) Al design the places of work results difficult to find to point of balance between the elements conductuales and the efficiency. To attain it have to take into account the following elements: 1. Basic technicians of the administration: c) Hierarchy gerencial d) Rules and procedures e) Plans and put 2. Incrementar The potential of the coordination: a) Vertical systems of informationb) Side relations 2. Reduce the need to Coordinate: f) Scarce resources g) Independent units I.The productivity and the specialisation: To measure that To place doesmore skilled, goes up also the productivity, until elements conductuales like the tedio do that they suspendthe advances of productivity. Therefore could increasethe productivity if it Reducethe specialisation. II.The satisfaction and the specialisation: When it achievesTo high level of specialisation, the satisfaction tends to diminish because of the fault of autonomy, variety and identification with the task, even the productivity can climb only if the advantages of the specialisation exceed the disadvantages of the fault of satisfaction. III.Learning and specialisation: When To work is highly skilled diminishes the need to learn, is to say that it requiresless time to learn to exert to skilled work. IV.Rotation and specialisation: Although To work superespecializado learnin lower time, the levels of satisfaction plough low, this can drive to to high tax of rotation. When this occurs, to new design of the place, with more attention in these appearances conductuales, can reduces them. Departamentalizacin: Commissionto Divide the work in places and tasks and assigns them toof finished skilled areas.Also it comprises the design of norms for the exert of the places and the tasks. The departamentalizacin addresses two of the four basic elements of the function of organisation: specialisation and standardisation. Departamentalizacin Functional: agrupa to the employees in units in accordance with his fields of competition and the resources to that resort to realise To common group of tasks. The functional grouping is the modalidad of departamentalizacin more employee and accepted. Agrupar Tasks and employees by function results effective and economic. It is more effective in Marry of small organisations that elaborate an alone product, pues generates to clear hierarchy of authority and take of decisions. The big companies that offer an alone product and have clients with Similar characteristics also can employ the departamentalizacin functional like primary structural form. ADVANTAGESDISADVANTAGES Strict Control in the high part of the organisation. The directors Plough specialists and therefore it can not have an integral vision of the company. High specialisation that achieves big efficiency in the development of the work. Difficulty when having to coordinate distinct departments but related. It simplifies the qualification of theIt hampers of adaptation to the workers.changes of the surroundings Departamentalizacin By place: agrupa the main part or all the functions related with the clients in some geographic zone under the Control ofamanager, in place to divide the functions between distinct managers or agrupar all the tasks in to head office location. They Plough used to to employ it organisations that have to lot of clients or key resources regarding prevail matters in different places. ADVANTAGESDISADVANTAGES It improves the coordination and communications in To zone. They duplicatethe personnel and resources in some areas: Salts, accounting, commercial. Saving of costs of transport and terms of delivery. Under much the planning like the controltornan more complex. Departamentalizacin By process: lto departamentalizacin by process (company automotriz) agrupa the activities in lathe of To process or to type of team. Nuclea To the individuals and necessary resources for each task, since each one requires to type of skills and special needs. ADVANTAGESDISADVANTAGES Use of skilled technology.. The coordination can have to happen to upper levels for his resolution. Use of personnel with certain skills. It hampers the development of General directors because of the specialisation. Departmentalization By product: agrupa the main part or all the functions in units relatively independent, each one of which can have even the complete capacity to design, produce and commercialise his goods or services. In his form but developed, these divisions knowlike strategic units of businesses UEN. This form of organisation is used to to adopt afterwards that the quantity and the modalidades of clients grow and the range of goods and services offered goes backtoo big to handle with efficiency and efficiency the demand by means of the departamentalizacin functional, by place or both. ADVANTAGESDISADVANTAGES Allocation of responsibility by the rentabilidad by zone in Inferior They requiremanagerial with capacities and training or levels.experience. It stimulates the participation in it takes of decisions. The fault of directors with skills limits the growth of the company. Departamentalizacin By Client: it consists in organisingin lathe of the diverse types of clients to that you attend . Employwhen the gerencia wishes to mass but in the exigencias of the clients that in the skills ofthecompany (functional) or the marks that Produce and sell (goods and services). Also it can Use in combination with one or more than the others forms of departamentalizacin. Also it signals that the gerencia is sensitive to the needs of each group of clients and that Have identified groups with to potential of substantive purchase. ADVANTAGESDISADVANTAGES It attends the specific needs of the clients. Duplication of personnel and resources. The client feels that there is somebody that contemplates it, that satisfies his needs. They requiremanagerial with special capacities in the area of the clients. They purchase destreza in the area of the consumer. Difficulty to coordinate departments based in clients. TipYou of high and low structures: The size or field of Control and the length of the chain of control plough two fundamental parameters to the hour to determine the form or structure of an organisation. If the size is reduced and the number of high hierarchical levels arise the designated organizations jerarquizadas or high (given the drawing of the organigrama) and low or flat in contrary Marry. Linear organization: Andste model supportto the maximum in the principle of hierarchy based in the unit of Control, in which each individual answers to his immediate upper of the subordinated that have under him, and to his time this depends exclusively of his immediate upper, only of the cual will be able to receive orders. The powers massin the supreme Control, that godelegating under that satisfied goesdecreciendo in the hierarchical level, golimiting. The duties and responsibilities of the different members and the relations of supervision and subordination appear clearly defined. Typical example of this organisation is the military. This organisation is typical of the Pymes. Characteristic: It exists an upper and absolute authority on the subordinated. The communication is Vertical downwards, formal and limited. The decisions and Control take it the ones of main authority. Pyramidal structure in the peak findsthe maximum authority. VENTAJASDESVENTAJAS Simple and of easy understanding, this owethat when having few charges the cpula represents to charge centralizador and the subordinated relateonly with his upper. Rigid and inflexible, this hampers the innovation and the adaptation of the organisation front to external situations. Clear delimitation of the responsibilities, this provides to notably precise jurisdiction. Excessive emphasis in the jefatura. Considerable stability; this oweto the centralisation of the control and the rigid discipline by the unit of control. It prevents the specialisation put that occupies to all the bosses in all the possible subjects in the organisation. Functional organization: It arises with the end to surpass the limits of the pure hierarchical structure and his inability to the increasing exigencias of specialisation. His Fundamental characteristic is that the subordinated, of the inferior levels, instead of being connected to the direction through an only point (the upper immediate) receives the orders, instructions and the assistance that needs directly of several different bosses, each one of which develops to particular function, in which is specialist. Of here precisely the denomination of functional structure. They enterspecialists in the different levels of the hierarchical structure, which mass his activity in to very concretise type of work, the different business functions (shopping, production, salts, etc.)Them encomienda to those people that have the most appropriate knowledges for acometerlas. Characteristic: Functional authority or divided thatsustenta in the knowledge. The upper Have partial or relative authority on his subordinated. The communication is direct, without intermediaterios, this offers main rapidity. Decentralisation of the decisions and emphasis in the specialisation. VENTAJASDISADVANTAGES It provides the maximum of specialisation to the diverse charges of the organisation Dispersion, in consequence lost of the unit of control. It allows the best technical supervision possible:Simple subordination, due to the fact that if they haveproblems in the delegation of authority also will have them in the delimitation of responsibilities. It separates the functions of planeacin and of Control of the functions of execution Trend to the competition between the specialists Linear organization Staff: It is To type of organization that pretends to take advantage of the most positive appearances of the linear and functional organization. Basein the distinction between bosses with authority (hierarchical type) and technical specialists that have to be heard before taking to decision (functional type). In this Marry, the boss with authority receives the reports of the technical (called staff) and under his responsibility take the decision happening to the attendant the order to execute it. The function of the staff consist in informing, advise, asesorar and support technically to the units of cont