d1 evolucion th admin 2013-2

Evolucin de la Teora Administrativa

Angelica Ma. Daz [email protected]

https://sites.google.com/site/angediazgomez/

Antecedentes

Fuente: Chiavenato, I. Imagenes: Internet

NICCOLO MACHIAVELLI, 14691527

The end justifies the means

M achiavelli lived in Florence, where heworked for the Florentine state as asecretary, then a diplomat. His best knownwork, The Prince,1 is based on hisobservation of Cesare Borgia a cunning,cruel and self-seeking man. Machiavelli didnot regard Cesare Borgia as an ideal person, but thought that, underhim, the Florentines could unite Italy and this was his long-termgoal. In fact, Machiavellis tactic did not work, as the Medici (theruling family of Florence) took exception to what he said, and CesareBorgia himself also found the work insulting.

Machiavelli was essentially a republican, preferring a statecontrolled by citizens (in his day, citizens made up only a small partof the population). However, the adjective Machiavellian hasbecome synonymous with corrupt, devious government and withthe ethos that the end justifies the means. Machiavellis Prince usesdevious, immoral political behaviour to achieve his ends.

Therefore a prince, so long as he keeps his subjects united and loyal, oughtnot to mind the reproach of cruelty Upon this a question arises: whether itis better to be loved than feared or feared than loved? It may be answered

that one should wish to be both, but, because it is difficult to unite them inone person, it is much safer to be feared than loved.

[I]t is necessary for a prince wishing to hold his own to know how to dowrong, and to make use of it or not according to necessity.

Today, Machiavellian behaviour is denounced as self-seeking andimmoral, and the end justifying the means ethos is consideredmorally wrong. However, the fact is that people do behave like this,and a lot of successful managers employ these methods some moreconsciously than others.

Take Harold Geneen (1910 to 1997), CEO of ITT (InternationalTelephone and Telegraph) from 1959 to 1977. He had an autocraticmanagement style, was a relentless workaholic with no interest inpersonal life (and expected the same from his employees), andsubjected his executives to harsh and bullying behaviours such ashumiliation and cross-examination. Yet he was highly successful andcreated a huge conglomerate; he masterminded 250 acquisitions atITT, some hostile. He was obsessed with profits and took ITTs profitsfrom US$29 million to US$550 million. Some of his sayings resonateclosely with Machiavellis description of how a leader should behaveto achieve his ends.

M A N A G E M E N T D E V E L O P M E N T

M A N AG E M E N T T H EO R I STS

In a three-part series,Dilys Robinsonlooks at ten influentialtheorists and assessestheir influence inbusiness today

Thinkers for the 21st century?

30 Training Journal January 2005

Part 1: Machiavelli,Fayol and TaylorThe 20th century was remarkablefor the rise of the professionalmanager often basing his or herapproach to management on aparticular theory or favoured guru.MBA students all over the worldhave investigated these theoriesand written countless assignmentsdiscussing their value. As weprogress through the 21st century,are these theories still relevant orhave they had their day? Thisarticle is the first in a three-partseries that looks at ten influentialtheorists and the influence theystill have. The series does notattempt to create a top ten orrank contributions in any way(they are presented inchronological order), but aims toprovide food for thought anddebate. Part 1 looks at Machiavelli,Fayol and Taylor three famoustheorists who have all passed intomanagement mythology, butwhose views are sometimesmisunderstood.

p30-32 Robinson Jan05 12/15/04 9:38 AM Page 30

















Avances del Pensamiento Administrativo

Fuente: Dubrin, A.

La administacin es una materia tan compleja que se puede enfocar desde diferentes perspectivas o desde sus principales avances tericos. Estos avances o escuelas difieren, pero no compiten entre s como juicios de valor sobre la administracin, por el contrario se complementan y apoyan unos a otros

Evolucin Pensamiento Administrativo

Fuente: GUILLERMO MURILLO VARGAS, Ph,D..

La administacin es una materia tan compleja que se puede enfocar desde diferentes perspectivas o desde sus principales avances tericos. Estos avances o escuelas difieren, pero no compiten entre s como juicios de valor sobre la administracin, por el contrario se complementan y apoyan unos a otros

Clsico1.870 - 1.930

Neoclsico1940-1970

Financiero1990-

Industrial1980-

En administracin, continuamente se generan teoras como modas, algunas de ellas son adaptaciones de teoras clsicas a problemas nuevos. Cuando el administrador no tiene una slida formacin las ve como panaceas. Las teoras son el motor que impulsa el crecimiento de la ciencia y la tecnologa (Fuente 2,p.36)

Administracin Cientfica

Administracin Industrial y General

Administracin Burocrtica

Relaciones Humanas

Paradigma Csico o Tradicional

Busca principios y conceptos slidos que se puedan aplicar en la administracin de las personas y el trabajo de una manera productiva (4)

Productividad y Eficiencia del trabajo

Hallazgo de factores sociales y psquicos del trabajo

El hombre correcto en el puesto correcto

Homo-Economicus

Administracin Cientfica y General


Aplicacin del mtodo cientfico

Padre de la administracin cientfica

Padre de la administracin de personal

Principios de la direccin de operaciones

A. CientficaF. Taylor (1911)

A. BurocrticaM. Weber (1.923)A. Industrial y General

H. Fayol (1916)

A. HumanasE. Mayo (1923)



HENRI FAYOL18411925

Command and control

F ayol is famous for the classical school ofmanagement, which emphasises commandand control. A Frenchman, he wrote General and IndustrialManagement in 1916, but it was not translated into English until1949.5 Fayol taught that the functions of management are five-fold:planning, organising, commanding, coordinating and controlling.He also defined 14 principles of management.

1. Division of work specialisation and repetition, leading to speedand accuracy.2. Authority and responsibility together, these require increasingjudgement and morality at senior levels: Responsibility is feared asmuch as authority is sought for.3. Discipline obedience, application and respect.4. Unity of command workers receiving orders from one superioronly.5. Unity of direction one plan, one leader.6. Subordination of individual interests to the general good.7. Fair but not excessive remuneration, which rewards effort.8. Centralisation.9. The scalar chain a line or hierarchy of authority, although it waspermitted to cut out the hierarchy to improve communication(juniors can interact with each other in the interests of efficiency).10. Order: a place for everyone and everyone in their place.11. Equity equal and fair treatment of employees.12. Stability people need to stay in their jobs long enough todeliver, so should not be moved around too much.13. Initiative allowing employees to think through a problem andimplement a solution (which, Fayol believed, increases motivation).14. Esprit de corps keeping the team together, using harmony asa basis of strength: Dividing enemy forces to weaken them isclever, but dividing ones own team is a grave sin against thebusiness.

Although command and control appears at odds with todaysemphasis on employee participation, it is undoubtedly true thatmany organisations require a degree of hierarchy, and clear lines ofcommand and accountability, in order to function effectively. Anyorganisation that has to respond quickly to a crisis the armedforces, for example, or the emergency services needs to knowexactly who is in charge and who does what. Fayol has hissupporters today among management theorists. Elliott Jaques, forexample, points out that management hierarchies are still neededbecause managers are accountable, so must have authority too.6 Inpractice, hierarchy is not necessarily autocratic; it is important towork out the desirable layers of management, and the authorityassociated with each,so that employeesknow where theystand and cantherefore fulfil theirpotential. Jaquesbelieves that conceptssuch as de-layering,group objectives andempowerment canlead to confusion andproblems due to anincompleteunderstanding ofwhere accountabilitylies.

FW TAYLOR 18561915

Scientific management

S igmund Freud would have had a field daywith Frederick Winslow Taylor. From anearly age, he was obsessed with control, and with planning,scheduling and self-regimenting. Childhood games lost allspontaneity and fun as Fred insisted on precise rules andmeasurements. Today he might be dismissed as a crank, but at thetime his principles of scientific management yielded results andhit a chord.

In 1878, Taylor began working at the Midvale Steel Company,where he rose to be foreman and tested out his ideas, later publishedas The Principles of Scientific Management.7 Taylor believed thatresponsibility for the organisation of work belonged with themanager; workers merely implemented what they were told to do.He taught that the most efficient way of doing the job should bespecified precisely, then followed. Workers should be carefullyselected, trained and monitored via tools such as the time andmotion study. Some of Taylors sayings make bleak reading today.

You are not supposed to think. There are other people paid for thinkingaround here.

In the past man has been first; in the future the system must be first.

Taylors view of the separation of hand and brain, and belief that workerscould be motivated by payment by results incentives alone,8 make usfeel uncomfortable and, interestingly, were by no means universallypopular in his own day. He was, for example, termed the enemy of theworking man and was summoned in 1911 to defend his system ofmanagement before a committee of the US House of Representatives.

However, before we adopt a condemnatory stance we shouldremember that Taylorism is still flourishing today. McDonaldsemployees are taught to follow tick lists that break down theiractivities into small component parts; production lines are closelycontrolled and monitored by computers; and call centre operativesfollow scripts that have been written for them.

Taylors ideas were developed by others. Frank and LillianGilbreth, for example, founded a highly successful business in the1890s to 1910s based on time and motion studies, the elimination ofwaste and the reduction of time spent on work activities. However,their analysis of work at a micro level began to develop a movementaway from an obsession with control and tasks towards an interestin, and understanding of, the importance of the individual. LillianGilbreth herself returned to university to study psychology in moredetail, and wrote The Psychology of Management the first detailedapplication of psychological concepts to management.

[T]he emphasis in successful management lies on the man, not onthe work; that efficiency is best secured by placing the emphasison the man, and modifying the equipment, materials andmethods to make the most of the man.9

Taylor would not have approved of this focus on theindividual later developed by Elton Mayo, whose well-known Hawthorne experiments highlighted theimportance of social interaction. Given Taylorsobsession with control and self-discipline, it is unlikelythat he would have even understood such theories.

Next month the theories of Max Weber, Mary Parker Folfett andAbraham Maslow are examined.The author of this article can be contacted at [email protected]

References1. Niccolo Machiavelli, The Prince, St Martins Press, 1964.2. Chris Argyris, Increasing Leadership Effectiveness, John

Wiley and Sons Ltd, 1976.3. Fred Luthans, Successful versus effective real managers,

Academy of Management Executive, 1988, vol II, no. 2.4. Barbara Kellerman Leadership: warts and all, Harvard

Business Review, January 2004, pp. 4045.5. Henri Fayol, General and Industrial Management, Pitman, 1949.6. Elliott Jaques, The world and I, News World

Communications Inc, October 1991, pp. 535542.7. Frederick W Taylor, Principles of Scientific Management,

Harper & Row, 1911.8. Robert Kanigel, The One Best Way: Frederick Winslow Taylor

and the Enigma of Efficiency, Viking Press, 1997.9. Lillian Gilbreth, The Psychology of Management, Stangus and

Walter, 1914.



















Aplicacin del mtodo cientfico

Padre de la administracin cientfica

Padre de la administracin de personal

Principios de la direccin de operaciones



H. Fayol (1916)


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Administracin Industrial & General



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Empresa Los 3 niveles

Figura (2 y 3)

Nivel Corporativo Directores

Nivel Gerencial Gerentes & Jefes

Nivel Tcnico Supervisores & Ejecutores

Conceptualizar la funcin de la empresa Fijar estrategias y polticas Tomar decisiones Reportar resultados a inversionistas

Implantar tcticas y Procedimientos de rea para el cumplimiento de estrategias

Realizar el trabajo Procedimientos, calidad, tiempo, costo

P. 18

Administracin Burocrtica

MAX WEBER,18641920Bureaucraticorganisation

A German sociologist, Weber hasbeen somewhat misunderstood. Heis often portrayed as an advocate ofbureaucracy, but he was in fact scepticalabout its merits and saw clearly how theorganisation could become an instrumentof domination. He observed, however, thatbureaucracy was the most frequently foundtype of rational legal authority (that is,authority based on a set of rules andprocedures). He also saw that bureaucracyhad replaced other forms of authority forexample, charismatic (based on personalqualities) and traditional (based on respectfor tradition and the past). Weber believed the bureaucratic form isa manifestation of the process of rationalisation of society. UnlikeFayol, he did not see bureaucracy as the best form of organisation;his main interest was in explaining how rulers legitimatelyexercised authority. Weber was concerned about the trend towardsincreasing bureaucratisation and rationalisation, which he likenedto an iron cage that threatened the human spirit.

Despite his concerns, Weber is inextricably linked withbureaucracy an organisational form that endures today and islikely to continue to do so. In its purest form (in practice not likelyto be found), Weber characterised the bureaucratic organisation asgiving the following features.

! Official functions bounded by rules.! Specialisation a clear division of labour and an understanding

of what is expected, with job holders having the necessaryauthority.

! A clearly defined hierarchy.! Stable and comprehensive rules.! Impersonality equality of treatment.! Selection on the basis of qualification, not favouritism.! Full-time paid officials.! A career structure.! Officials detached from ownership of organisation lessening

the possibility of bribery or corruption.! Systematic discipline and control of work.

Bureaucracy clearly led to some benefits that Weber approved of.In particular these were a levelling of social classes (becausetechnical competence was the main criterion for advancement), agreater degree of social equality, and plutocracy (because the manydifferent offices required specialist qualifications).

MARY PARKER FOLLETT,18681933A prophet before her time?

F ollett was an American political scientist and managementthinker who experienced a late and somewhat unexpectedcareer as a management guru. In the 1920s she was wellknown on both sides of Atlantic, but her star was later eclipsed bythe more masculine approaches that seemed to be better attunedwith the Second World War era. The principles of democracy andcooperation permeate all Folletts writings, be they about politics,business or education. (Indeed, she thought that democraticprinciples should be taught from an early age.)

Follett theorised about community, experience and the group,and how these related to the individual and the organisation. Abusiness, she reasoned, is a microcosm of human society. Anorganisation is one in which people at all levels should bemotivated to work and participate. They should gather their owninformation, define their own roles and shape their own lives.Organisations are based fundamentally on cooperation andcoordination; this is the single unifying principle holding themtogether. She advocated power with (a jointly developed power)rather than power over as the key to social progress andbusiness success which did not suit the prevailing moodbefore, during and after the Second World War, but is muchmore in tune with recent management thinkers. HenryMintzberg and Rosabeth Moss Kanter, for example, are fans ofFolletts approach.


MANAGEMENT THEOR ISTS

In Part 2 of a three-partseries, Dilys Robinsonlooks at ten influentialtheorists and assessestheir influence inbusiness today.


30 Training Journal February 2005

Part 2: Weber,Follett and MaslowIn Part 1 of this series, which appeared in theJanuary 2005 issue of Training Journal, welooked at the influence of Machiavelli, Fayoland Taylor. Part 2 moves on chronologically toexamine the work of three more theorists Weber, Follett (a female theorist whose viewsare not widely known, but who is highlyfavoured by some of todays influential gurus)and Maslow.

p30-31 Robinson Feb05 19-01-2005 4:00 PM Page 30

Tipo Ideal de Organizacin: La burocraciaCaractersticasAutoridad = Poder *dominacin*Autoridad: Tracidional, Carismtica y Legal Edad, Dignidad, Gobierno



H. Fayol (1916)


Relaciones Humanas

Intenta mejorar la administracin a partir de comprender el perfil psicolgico de las las personas (4)

Aspectos sociales no reflejados en la organizacin formal de la organizacin

Los temas principales de las relaciones humanas son: (Dvila en Murillo)

Motivacin, satisfaccin en el trabajo y productividad.

Liderazgo, direccin. Dinmica de grupos y trabajo en

equipo.



H. Fayol (1916)


Relaciones Humanas

Elton Mayo

Importancia de la participacin humana

Importancia de la Comunicacin

Grupos Formales e Informales

Incentivos econmicos: Poca repercusin en el desempeo

Efecto Hawthorne. Las personas se comportan diferente cuando reciben la atencin de sus evaluadores



H. Fayol (1916)


Relaciones Humanas

Poder : Convs. Sobre Cooperar vs.Competir

Th. Conflicto: Predominio ||Compromiso (acuerdos insanos)||Conflicto Constructivo

Papel del Jefe: Hacer que la gente coopere y generar acuerdos desde la discusin constructiva

Conducir discusiones

lograr acuerdos

tomar decisiones

coordinar equipo



H. Fayol (1916)


MAX WEBER,18641920Bureaucraticorganisation

A German sociologist, Weber hasbeen somewhat misunderstood. Heis often portrayed as an advocate ofbureaucracy, but he was in fact scepticalabout its merits and saw clearly how theorganisation could become an instrumentof domination. He observed, however, thatbureaucracy was the most frequently foundtype of rational legal authority (that is,authority based on a set of rules andprocedures). He also saw that bureaucracyhad replaced other forms of authority forexample, charismatic (based on personalqualities) and traditional (based on respectfor tradition and the past). Weber believed the bureaucratic form isa manifestation of the process of rationalisation of society. UnlikeFayol, he did not see bureaucracy as the best form of organisation;his main interest was in explaining how rulers legitimatelyexercised authority. Weber was concerned about the trend towardsincreasing bureaucratisation and rationalisation, which he likenedto an iron cage that threatened the human spirit.

Despite his concerns, Weber is inextricably linked withbureaucracy an organisational form that endures today and islikely to continue to do so. In its purest form (in practice not likelyto be found), Weber characterised the bureaucratic organisation asgiving the following features.

! Official functions bounded by rules.! Specialisation a clear division of labour and an understanding

of what is expected, with job holders having the necessaryauthority.

! A clearly defined hierarchy.! Stable and comprehensive rules.! Impersonality equality of treatment.! Selection on the basis of qualification, not favouritism.! Full-time paid officials.! A career structure.! Officials detached from ownership of organisation lessening

the possibility of bribery or corruption.! Systematic discipline and control of work.

Bureaucracy clearly led to some benefits that Weber approved of.In particular these were a levelling of social classes (becausetechnical competence was the main criterion for advancement), agreater degree of social equality, and plutocracy (because the manydifferent offices required specialist qualifications).

MARY PARKER FOLLETT,18681933A prophet before her time?

F ollett was an American political scientist and managementthinker who experienced a late and somewhat unexpectedcareer as a management guru. In the 1920s she was wellknown on both sides of Atlantic, but her star was later eclipsed bythe more masculine approaches that seemed to be better attunedwith the Second World War era. The principles of democracy andcooperation permeate all Folletts writings, be they about politics,business or education. (Indeed, she thought that democraticprinciples should be taught from an early age.)

Follett theorised about community, experience and the group,and how these related to the individual and the organisation. Abusiness, she reasoned, is a microcosm of human society. Anorganisation is one in which people at all levels should bemotivated to work and participate. They should gather their owninformation, define their own roles and shape their own lives.Organisations are based fundamentally on cooperation andcoordination; this is the single unifying principle holding themtogether. She advocated power with (a jointly developed power)rather than power over as the key to social progress andbusiness success which did not suit the prevailing moodbefore, during and after the Second World War, but is muchmore in tune with recent management thinkers. HenryMintzberg and Rosabeth Moss Kanter, for example, are fans ofFolletts approach.



In Part 2 of a three-partseries, Dilys Robinsonlooks at ten influentialtheorists and assessestheir influence inbusiness today.


30 Training Journal February 2005

Part 2: Weber,Follett and MaslowIn Part 1 of this series, which appeared in theJanuary 2005 issue of Training Journal, welooked at the influence of Machiavelli, Fayoland Taylor. Part 2 moves on chronologically toexamine the work of three more theorists Weber, Follett (a female theorist whose viewsare not widely known, but who is highlyfavoured by some of todays influential gurus)and Maslow.


Relaciones Humanas-Teora Motivacional



H. Fayol (1916)


The following quotations serve as examples of Folletts ethos ofmanagement and resonate with todays ideas about organisationalcitizenship and the importance of employee involvement.The ramifications of modern industry are too widespread, its organisationtoo complex, its problems too intricate for industry to be managed bycommands from the top alone.You must have an organisation which will permit interweaving all alongthe line [I]t is my plea above everything else that we learn how to cooperate The leader knows that any lasting agreement among members of thegroup can come only by their sharing each others experience.The difference between competition and joint effort is the differencebetween a short and a long view.

Folletts theoretical emphasis on integration, synthesis andunifying differences and her work on group processes, crowdpsychology, neighbourhoodand work, governance andthe self in relation to thewhole now appear wayahead of their time. Weshould remember, however,that in the 1920s before thespectre of war reared its head she was received withempathy and understanding.Her current resurrection isan indication of therelevance of such theories tomany working environmentstoday.

ABRAHAM MASLOW,19081970Motivational theory

M aslow is famous forencapsulating a theory ofhuman needs which isfundamental to the understanding ofmotivation. His hierarchy of needs, derivedfrom research into human behaviourbetween 1939 and 1943, describes five setsof goals, each of which cannot be attendedto until the previous goal has been satisfied.

1. Physiological such as hunger, thirst,shelter and sleep.2. Safety security, stability and freedomfrom attack.3. Love and belonging friends, family,partners, identification.4. Esteem success, self-respect, mastery,achievement.5. Self-actualisation self-fulfilment,realisation of potential, creativity, thedesire to become more and more what oneis, to become everything that one is capableof becoming.

The motivational theorists that followedMaslow built on his work and haveproduced well-known and much-quoted

theories, two of which are briefly outlined below.

! Herzbergs two-factor hygiene and motivation theoryFrederick Herzberg overturns previously held received wisdomabout pay being the ultimate employee motivator. He describespay and other organisational factors such as working environmentas hygiene factors they can cause dissatisfaction, but do notmotivate. Intrinsic factors like achievement, recognition,advancement and job interest are the true motivators.! Vrooms expectancy theoryVictor Vroom states that individuals have different needs and willbe motivated if they believe that there is a positive correlationbetween effort and performance; that favourable performance willresult in a desirable reward; that the reward will satisfy animportant need; and that the desire to satisfy the need is strongenough to make the effort worthwhile.

Maslows hierarchy of needs is now so well known thatit is hard to imagine managerial life without it. Maslowstarted a debate about motivation that will continueinto the 21st century and probably beyond. As evidenceincreasingly mounts that highly motivated individualsperform better, every CEO and HR professional wouldlike to be able to possess the magic key to motivatingtheir workforce. Next month the theories of Peter Drucker, Geert Hofstede, HenryMintzberg and Peter Senge are examined.The author of this article can be contacted [email protected] obtain Part 1 of this series, contact Training Journalon +44 (0) 1353 654877 or visitwww.trainingjournal.com/products/backissues.jsp

February 2005 Training Journal 31

Organisations are based fundamentallyon cooperation and coordination; this is the single unifying principleholding them together

Further reading on WeberMorgan, Gareth. Images of Organization, SagePublications, 1997.

Further reading on FollettGraham, Pauline (ed.). Mary Parker Follett: Prophet ofManagement A Celebration of Writings from the1920s, Harvard Business School Press, 1995.Tonn, Joan C. Mary P Follett: Creating Democracy,Transforming Management, Yale University Press, 2003.

Further reading on MaslowMaslow, Abraham H, A theory of human motivation,Psychological Review, 1943, 50, pp. 370396.


Fuente: GUILLERMO MURILLO VARGAS, Ph,D..

Teora de Herzberg.

E s t a b a s a d a e n d o s f a c t o r e s extrinsecos-intrnsecos.

Las condiciones extrnsecas del puesto que producen insatisfaccin entre los empleados, sin no se encuentran presentes, si lo t iene no tendr motivacin alguna, el salario, la seguridad del puesto, las condiciones de trabajo etc.

condiciones intrnsecas del puesto existen y funcionan para construir fuertes niveles de motivacin que pueden originar un buen desempeo, El logro; el reconocimiento; la responsabilidad; el ascenso, entre otros.

La satisfaccin e insatisfaccin con el puesto de trabajo es fundamental para la teora de Herzberg.

Victor Vroom.

Tesis sobre la motivacin y la expectativa

Si la expectativa o la esperanza es alta y positiva, el individuo genera una energa que lo llevar al logro de la meta.

Y a la inversa, si la expectativa es baja, la energa ser mnima, por lo tanto la motivacin hacia ese propsito ser deficiente (Hernandez, 2011)

Estmulos.................Comportamientos

Taller

Apareamiento Motivacin & Administracin

Entreviste a un administrador de cualquier nivel, en una organizacin cualquiera, e identifique los enfoques administrativos est aplicando en su trabajo.

Averige cuales son los papeles que l considera ms importantes. Preprese para exponer sus resultados en Clase

(Dubrin, 2000)

EVOLUCION DEL PENSAMIENTO ADMINISTRATIVO

Teoras Clsicas de la Administracin

Paradigma Neoclsico o Reformista

Paradigma del Capitalismo Industrial

Paradigma del Capitalismo Financiero

El futuro de la Gerencia


Teora General de los Sistemas (1940 Kast & Kahn)

Enfoque Cuantitativo y Escuela de la Toma de Decisiones (1950 Herberth Simon)

Administracin por Objetivos (1956 Peter Drucker)

Planeacin Estratgica y Prospectiva (1963 K. Andrews)

Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA NEOCLSICO O REFORMISTA

T. General de Sistemas

1940 Kast, Kahn

APOP. Druker 1956

Planeacin EstratgicaK. Andrews1963

Enfoque Cuantitativo Toma decisiones

1950 Herberth Simon


Teora General de los Sistemas

Una organizacin es un sistema, en la cual la modificacin de una de sus partes afectar a las otras automtica (7) esta es la razn por la que el agua es diferente al O y el H

Hombre Funcional, el hombre desempea un rol dentro de la organizacin, interrelacionndose con los dems individuos, como un sistema abierto. En sus acciones, en un conjunto de roles, mantiene expectativas en cuanto al rol de los dems participantes y procura dar a conocer a los dems las suyas. Esta interaccin cambia o refuerza el papel del rol. Las organizaciones son sistemas de roles, en las cuales los individuos actan como transmisores de roles y como protagonistas. (Chiavenato, 1997)

Leyes del Pensamiento Sistmico Peter Senge - la quinta disciplina

los problemas de hoy se derivan de soluciones de ayer hacer ms presin no mejorar los resultados hay que enfocarse en las causas y no en los sntomas el camino fcil lleva al mismo lugar la cura puede ser peor que la enfermedad lo ms rpido es lo ms lento la causa y el efecto no estn prximas en tiempo y espacio los pequeos cambios pueden producir grandes resultados se pueden alcanzar dos metas aparentemente contradictorias dividir el elefante por la mitad, no genera dos elefantes pequeos no hay que culpar a los dems.

En conclusin el enfoque sistmico, o el pensamiento sistmico busca ver los rboles sin dejar de ver el bosque.

Toma de Decisiones Enfoque Cuantitativo

Perspectiva de la administracin que ofrece una base cientfica para la solucin de problemas y la toma de decisiones (4)

Control Estadstico de la Produccin

Grficos de ControlInvestigacin de Operaciones

Toma de Decisiones - Evidence Based Management

2006-Evidence Based Management

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su aplicacin es incipiente porque

es difcil estar basado en la evidencia,

porque no hay mucha evidencia,

la que hay no es suficiente, o no aplica,

la gente lo est tratando de engaar o nos engaamos a nosotros mismos,

porque la cura es peor que la enfermedad,

porque las historias son mas convincentes que los datos, las cifras y los hechos.

y sobretodo porque los hechos hablan ms fuerte que las jerarquas, entonces si los del piso de arriba son caprichosos, difcilmente apoyaran un pensamiento alrededor de la evidencia)

Toma de Decisiones Herbert Simon

Perspectiva de la administracin que ofrece una base cientfica para la solucin de problemas y la toma de decisiones (4)

Racionalidad limitada Se resalta la funcin y el efecto de la intuicin. Tomar decisiones es algo cercano a cada persona, sea en su carcter individual o como parte de un colectivo dentro de una empresa o institucin,

En su libro Administrative Behavior (1957), Simon presenta que la racionalidad en las decisiones de los individuos se ve afectada por tres condiciones:1. por las destrezas, hbitos y reflexiones inconscientes

2. por sus valores y concepciones de propsitos, los cuales pueden chocar con los objetivos de la organizacin

3. por su extensin o limitacin del conocimiento e informacin

Esta teora establece los siguientes lmites: 1.! Un conocimiento limitado del ambiente, estableciendo que slo se conoce una parteinsignificante de lo que se debe saber para tomar las decisiones. 2.! Imposibilidad de anticipar y considerar todas las opciones para resolver el problemadebido a las limitadas habilidades de clculo. 3.! No existe un tiempo infinito para tomar las decisiones. 4. En la gran mayora de las situaciones, los seres humanos slo pueden detectar unmodesto nmero de variables del ambiente y dominar pocas de ellas. 5.! Imposibilidad de procesar toda la informacin disponible por la limitada capacidad deatencin 6.! La incapacidad de atender y analizar toda la informacin simultneamente.

Fuente: TOMA DE DECISIN: TEORA RACIONAL O DE

RACIONALIDAD LIMITADA?Carlos Mario Fonseca Seplveda, Ph. D

Administracin Por Objetivos

Druker afirmaba que las empresas deben perseguir objetivos enPosicin del MercadoInnovacinProductividadRecursos Fsicos y FinancierosRendimiento o utilidadesDesempeo ejecucin - competitividadActitudes del TrabajadorResponsabilidad Pblica

KEY LEARNING POINTS! Management as a discipline in its

own right did not emerge until themid-20th century.

! Despite the predominance of USmanagement theorists, thepractice of management varieshugely between countries andcannot be divorced from thesociety in which it sits.

! Most management theories, eventhose that do not resonatecomfortably with the prevailingmood, have attractive and validelements.

! Female management thinkers areunusual but this may change,given the current emphasis onsofter, people-orientated skills.

PETER DRUCKER,b.1909Management as a discipline

P eter Drucker is renowned as the creator of management as adiscipline in its own right. He was born in 1909 in Vienna,and was educated both there and in England beforeemigrating to the USA in 1937. When he became Professor ofManagement at New York University in 1950, he was, in his ownwords, the first person anywhere in the world to have such a titleand to teach such a subject.

Druckers ground-breaking management book about GeneralMotors, Concept of the Corporation, was published in 1946. In it, heasserted that management was not a rank or a title, but aresponsibility and a practice a discipline that can be taught andmust be studied, just like other disciplines. Drucker is a prolificwriter who has coined new phrases and introduced new conceptsthat have become firmly established as facts of management life. Histwo famous books, The Practice of Management (1954) andManagement Tasks, Responsibilities, Practices (1973), describe hisphilosophy and approach to management and are also textbooksthat teach the reader how to manage. His five basic principles ofmanagement are:

1. setting objectives2. organising3. motivating and communicating4. establishing measurements of performance, and5. developing people.

Despite advancing years Drucker has continued to contribute freshideas, publishing Management Challenges for the 21st Century in 1999.He has the gurus knack of presenting concepts and ideas clearlyand persuasively to his audience, and is eminently quotable.

The best way to predict the future is to create it.

A manager is responsible for the application and performance of knowledge.

The most important contribution management needs to make in the 21stcentury is to increase the productivity of knowledge work and theknowledge worker.

GEERT HOFSTEDEb.1928Cultural differences

B orn in 1928, Geert Hofstede is renowned for his work oncross-cultural management based on a worldwide survey ofIBM employees people who had much in common (suchas educational attainment, nature of work and company) but whobelonged to different nationalities. He derived four dimensions(later, he added a fifth) that distinguish cultures at a national level.

1. Power distance perceptions of the degree of inequality insociety. Those with a large power distance put greater stress onhierarchies and often have extreme politics, while those with lowpower distance stress equal rights.



Dilys Robinson looks atthe final four of her tenmost influentialtheorists and assessestheir influence inbusiness today.


36 Training Journal March 2005

This is the third and final part of a shortseries describing ten influential theorists andthe influence they still have today. Part 1looked at Machiavelli, Fayol and Taylor, whilePart 2 examined Weber, Follett and Maslow.Part 3 offers four more recent (and still living)theorists whose views continue to have amajor impact.

Part 3: Drucker,Hofstede, Mintzbergand Senge

p36-38 Robinson Mar05 17-02-2005 11:24 AM Page 30

FundamentosAPO es una forma de pensarLa coordinacin de objetivosLos objetivos deben ser cuantificables

AMPLA LA VISIN DE LA BUSQUEDA DE ACTIVIDADES EN EL CORTO PLAZO

Funcionamiento1. Definicin de Objetivo y estrategia General2. Metas peridicas de la Institucin3. Metas del Superior (y proyecto de metas del colaborador)4. Entrevista Fijacin de Objetivos y Metas del Colaborador (metas, accin, revisiones parciales, ajustes y medidas correctivas)TERMINACIN DEL PERIODO5. Proyecto de Evaluacin del superior 6. Proyecto de Evaluacin del Colaborador7. Entrevista de Evaluacin (Evaluacin, Expediente del colaborador)

Planeacin Estratgica

Fuente: Humberto Serna, Ph,D..

Mintzberg (1998) ha identificado 10 escuelas o paradigmas de pensamiento estratgico

Cules son los principales hallazgos de la investigacin de Mintzberg con respecto al rol del Manager?


2. Collectivism versus individualism the former base theirsocieties on social groups, while the latter stress the identity of theindividual.3. Masculinity versus femininity masculine societies are assertiveand competitive, and feminine societies prefer cooperativerelationships.4. Uncertainty avoidance the avoidance of risks and the creationof rules (countries with low uncertainty avoidance are tolerant ofambiguity and are uncomfortable with regulations).5. Long-term versus short-term orientation Anglo-Saxon Westerncountries are decidedly short-term in their focus, unlike China andFar Eastern countries.

Hofstede observed that management is seen very differently in differentcountries. In the US, for example, the manager is a cultural hero,whereas in Germany, where technical qualifications are prized and heldby many workers, the engineer is more likely to fulfil this role. The coreof Japanese enterprise is the permanent worker group those who aretenured and aspire to life-long employment. Control is via the peergroup rather than the professional manager. In France, a hierarchical,stratified society, where management cadres are responsible for runningorganisations, matrix management is frowned upon; the principle ofunity of command dominates. Dutch management operates byconsensus and open-ended exchanges of views. Dutch workers valuebeing given freedom to adopt their own approach to the job, beingconsulted, being given training opportunities, contributing to thesuccess of the organisation and helping others; this consensualemployment relationship contrasts with the contractual relationshipprevalent in the USA. The overseas Chinese, another cultural groupstudied by Hofstede, favour small, family owned businesses, with noseparation between ownership and management; they are flexible andopportunistic, with few professional managers.

Hofstedes observations aboutmanagement will be relevant in the 21stcentury and beyond for as long as wehave different cultures in the world. Hisobservation that management cannot beisolated from other processes in society is avaluable one for managers educated on adiet of predominantly US thinkers. Hefinds it particularly amusing that USwriters of management texts oftenmisrepresent his research, stating that hesurveyed IBM managers rather thanemployees thus unconsciouslyreinforcing their prejudice in favour of themanagerial role.

HENRY MINTZBERGb.1939The reality ofmanagement

H enry MintzbergsThe Nature ofManagerial Workwas published in 1973 (based on his PhDresearch). It created waves by describingwhat managers actually do rather than thetheory of what they do, what they say theydo or what they should be doing.

[T]here are really no tangible mileposts where hecan stop and say, now my job is finished the

manager is a person with a perpetual preoccupation.

In practice, Mintzberg found that managers work occurs in veryshort episodes, is highly fragmented, frequently interrupted andbrief in duration. Managers are not systematic, reflective planners,but prefer (and gravitate towards) activities that are current,specific, well-defined and non-routine. The complexity oforganisations means that managers are driven to brevity,fragmentation and superficiality.

[They] focus on that which is current and tangible in [their] work eventhough the complex problems facing many organisations call for reflectionand a far-sighted perspective.

The reality of managerial behaviour is untidy and not at all in linewith the rational model. In practice, managers use a boundedrationality model of decision making (see Figure 1 on page 32).

Since 1973, Mintzberg, a professor at McGill University inMontreal, has continued to be iconoclastic and provocative, andhas applied his attentions to a variety of subjects. In his own field,strategy, he has remained at the forefront of the debate. Achampion of strategy as a creative and emergent process, he hasconsistently defended it against those who seek to reduce it toprescriptive analysis. His value to 21st-century managers lies in hisconstant questioning and challenging of received wisdom, and hisemphasis on people and relationships within organisations.

The MBA is really about business, which would be fine except that peopleleave these programs thinking theyve been trained to do management. Ithink every MBA should have a skull and crossbones stamped on theirforehead and underneath should be written: Warning: not prepared tomanage.

March 2005 Training Journal 37

There are really no tangible milepostswhere he can stop and say, now my jobis finished the manager is a personwith a perpetual preoccupation.

p36-38 Robinson Mar05 17-02-2005 11:24 AM Page 31

Pensamiento Estratgico

Taller de Aplicacin

Thinkers of the CenturyLa Jungla de la Teora Administrativa

EVOLUCION DEL PENSAMIENTO ADMINISTRATIVO

Teoras Clsicas de la Administracin



Paradigma del Capitalismo Financiero

El futuro de la Gerencia


Calidad Total (Denimg - Ishiwaka -Jurn- 1945-1960-1980)

Cultura Organizacional (1980)

El Management Renovado (1990)

TPM-total productive maintenance (1990)

Calidad TotalDenimg - Ishiwaka -Jurn

1945-1960-1980


Management Renovado

Omar Aktouf1990

Cultura Organizacional

1980

MantenimientoProducto Total TPM

1990

Calidad Total

Deming: Ciclo PHVA, 14 Principios de Calidad

Jurn: Cero defectos, calidad bien a la primera y los tres componentes bsicos para establecer y operar programas de solucin de problemas y mejoramiento de la calidad:. 4 fundamentos o pilares de la calidad. 5 principios de la direccin de calidad. 14 pasos para un programa de mejoramiento de calidad

Aportes Japoneses a la Calidad: 5S, CTC: contol total de la calidad, Robtoca, CCC: Circulos de Control de Calidad, JIT: Just in time, Kamban (lista de chequeo en la produccin de un bien complejo), Premios anuales de calidad

Calidad TotalDeming - Ishiwaka -Jurn

1945-1960-1980


Cultura Organizacional

Video: CEOs Unveiled: James Goodnight and Tony Hsieh

Desarrollo Organizacional

Aprendizaje Organizacional

Diferencias Culturales

Inteligencia Emocional

Cultura Organizacional1980

Fuente. SERNA, 2008

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Desarrollo Organizacional

DO tiene como objetivo redisear el comportamiento grupal de la empresa con la revisin de valores: creencias, normas, hbitos, vision colectiva (mentalidad), costumbres y formas de trabajar para alcanzar o recuperar la competitividad de la empresa [2]

d1 evolucion th admin 2013-2

Documents

e n t d e v e

n ag e

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e n t t h eo r i stsin

internetniccolo machiavelli

machiavellian behaviour

means ethos

machiavellis description