Administrative process

Antonio Gárate

Administrative process

management

management history

Adam smith

1776

industrial revolution

1760-1840

classic model

1903

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Antonio Gárate

1950

BEHAVIOURAL MODEL

Administrative process

Henry fayol

1916

Phases of the administrative process

1916

Systemic and contingency model

1947-1969

CUANTITATIVE MODEL

1947-1954

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Antonio Gárate

MACRO-MICRO ENVIRONMENT

ROLES OF A COMPANY MANAGER

Administrative process

1950

Contemporary model

1954

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LOREM IPSUM DOLOR

1950

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The administration begins from primitive times, when man sought to organize tasks, as well as the collection and production of goods. With the advent of sedentism, administration and organization became essential for man. Shortly after, administration reached the ancient age, with its main promoter Plato, and the first processes of specialization and personnel selection began. Later in the middle ages, power was decentralized in both economic and political spheres, and commercial activity now depended on administrators.In the modern age, management focused on the specialization of work and the implementation of administrative processes. At this stage Henri Fayol, also known as the father of modern administration, created the “administrative theory of management”.He was also the creator of the 14 principles of management.

MANAGEMENT HISTORY

The activity of crontrolling something, or of using or dealing with something in a way that is effective. Also the concept of management has evolved over time, and today , it encompasses a range of activities that are designed to help organization to achieve their objectives.

MANAGEMENT MEANING

The Industrial Revolution was a historical process of economic and social transformations that took place approximately between 1760 and 1840, which triggered unprecedented changes in societies. It began in England and spread to several European and Asian countries.

• Some of the most important inventions were the steam engine, textile machines and gas street lighting.
• The emergence of a new social class
• It replaced manual production in workshops with mechanized production in factories.
• The development of world trade

INDUSTRIAL REVOLUTION

Theory developed in order to increase efficiency and productivity in entities and organisations by applying the laws, theories and methods of science. In 1911 ‘Taylor’ published the principles of scientific management, which brought greater efficiency in management, division of labour, personal development, and increased specialisation. Therbligs were created in 1911 as a complement to scientific management, focusing on operation, task reduction, and productivity. In total there are 17 steps to follow divided into efficient and inefficient steps. Fayol's administrative model, also known as ‘Fayolism’, was divided into the division of labour, the application of an administrative process and the formulation of technical criteria. Fayol divided the functions of a company into: Technical, commercial, financial, safety, security, accounting and administrative.

CLASSIC MODEL

(Taylor y Therbligs) y general (Fayol).

Adam smith was a Scottish philosopher an economist whi is best know as the author of An inquiry into de Nature and Causes of the Wealth of Nations.In Adam Smith's essay he explained:

• The division of labor
• The theory of value
• The “invisible hand” of the market
• Economic growth

Adam Smith is considered the father of economics as a modern science.

BIBLIOGRAPHY

HENRY FAYOL

Henry Fayol was a French engineer, businessman and administrator, known for having developed the classical theory of management, also known as “Fayolism”. Therefore, he is considered the father of modern management methods, that is, one of the founders of business administration.ayolism is an administrative theory developed at the beginning of the 20th century by Henri Fayol, which establishes a series of general management principles for the business organization.

Systemic and contingency model: Systematic mode: It operates on the principle that systems exceed merely the sum of their components, and that by examining the whole and the interactions within a system, we can understand the phenomena that arise in the real world.Contingency model: Commonly known as Fiedler's contingency theory, this model suggests that there is no universally ideal leadership style. Rather, the most effective leadership is the one that adapts to the specific context and situation.

Systemic and contingency model:

Phases of the administrative process

Planning: Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. (Vision, Mision, Goals, Objectives)Organaizing: Organizing is the function of management that involves developing an organizational structure and allocating human resources to ensure the accomplishment of objectives.Leading: Leading involves the social and informal sources of influence that you use to inspire action taken by others.Controlling: Controlling consists of three steps, which include (1) establishing performance standards, (2) comparing actual performance against standards, and (3) taking corrective action when necessary

The behavioural model analyses and studies the efficient behaviour of individuals in an entity. This model is based on psychological studies. Its main promoter was Douglas McGregor, who divided his theory into X and Y. X focused on control and human relations, while Y focused on the needs of employees.Organizational behavior (OB) is a discipline that studies how the members of an organization behave and how these behaviors impact the company.

BEHAVIOURAL MODEL

The quantitative model provided management with a set of strategies to obtain and process information through statistics and numerical techniques. It also allows the efficiency and effectiveness of production and the optimisation of products, supporting the economic decision making of a company.This model also uses techniques such as econometrics, probability and dynamism.

QUANTITATIVE MODEL

Functions of the manager of a companyOrganize and plan the work of his team.

• Control that the work is being carried out by following up on it
• Stimulate productivity
• Be a leader
• Motivate your work team
• Solve problems
• Comunication

ROLES OF A COMPANY MANAGER

This model was born in 1980, its main representatives are William Dill, William Starbuck, James Thompson, Paul Lawrence, and Tom Burns.The contemporary management model allows strategic decisions to be made based on economic and social conditions. In this model the management of enterprises seek, plan, organise, and direct resources. Some trends of this model are as follows: BenchmarkingOutsourcingSelf-procurementProcess re-engineeringKaizen method

CONTEMPORARY MODEL

Macro-environmental and micro-environmental factors of the organization.

The business microenvironment consists of the entities that it interacts with regularly and directly, including its customers, suppliers, competitors, partners, contact audiences (such as sponsors, media, consultants, and banks), and government agencies.Macro-environmental factors usually include economic, political, legal, scientific and technical, socio-demographic, socio-cultural, natural, environmental and international factors.