Administration and Organizations (Its Evolutionary Development and Proposals for the New Century)

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Administration and Organizations (Its Evolutionary Development and Proposals for the New Century)

The greatest challenge for management in these times is to overcome the paradox of having complex self-organized systems that adapt to the environment and changes but continue to insist on directing with strategies and ephemeral fashions, misnamed "magic formulas"

Knowledge and Learning In the knowledge society, aspects such as: - Continuous creation of knowledge - Dimensions of knowledge possessed by different people, groups and organizations. - The importance of information and communication technologies for knowledge management. - Intangible activities based on "Knowledge in Action" - Need to incorporate talent, imagination and innovation in social processes

Trust and Cooperation The organization is understood as a knowledge society, observed as a network rethinking the link between the competitive advantage of organizations and their wealth This occurs when values are discovered, they give possibility to practices and social actions that can be of an economic, professional, associative or political order.

Communication, Technology, Information and virtuality The organization as an open system in constant interaction with its environment. "Organizational systems are, in essence, communication systems." Everett and Rekha Environmental characteristics influence organizational characteristics. therefore there is not just one 'best' way to organize. Advances in information technology imply modifying relationships within the organization. It implies an organizational metamorphosis.

Creativity and innovation Creativity: Working in support networks facilitates the creation activity as it provides security to the organization. Organizations are open systems that are in constant exchange with the environment and surroundings. "We find ourselves assimilating a knowledge when it is already discarded by a newer, pertinent and precise interpretation" Jaime Ramírez Faundez" Innovation: It is based on the development of science, its transformation into technique and the training of individuals. In this way, a technical mastery of the processes is acquired, seeking to increase productivity.

The Virtual Organization Organization that does not have characteristics of a traditional organization. There is a virtual work team in which they operate from different cities, making the processes as beneficial as in a traditional structure. Virtuality is an organizational challenge because everything must work with fewer tangible and stable resources.

competitiveness your concept changes depending on your approach: Scientific Approach: Competitiveness is understood as the division of labor and redesign of processes to maximize efficiency Humanist Approach: The human being is a social being and needs recognition, motivation mechanisms to feel satisfied in his job. Reformist Approach: Planning must be long-term by formulating strategies that are effective and transmitted from top management to employees.

reengineering It refers to a total change in the productive and administrative practices of companies. Establish new forms of administration, procedure and execution of tasks

Outsourcing Also known as Outsourcing, outsourcing or outsourcing. It seeks that companies concentrate on their core activities and contract the rest with an external supplier so that the organization runs normally.

Benchmarking Competitive "Systematic and continuous process to evaluate the products, services and work processes of organizations that are recognized as representatives of best practices, with the purpose of making additional improvements"

Management by Objectives

Culture refers to modules of development reflected in a system of society that is made up of knowledge, ideologies, values, laws, myths and rites. Organizations are compared to miniature societies based on traditions of human relations. Organizations have their own patterns, models of shared beliefs and supported by operating rules

Its central objective is to try to reduce and control the costs of operations. also increase productivity at all levels of the organization and that is expressed in profits "You study so as not to make mistakes"

Three approaches are distinguished: - NORMATIVE APPROACH: how should the strategy be conceived beyond the way it runs - DESCRIPTIVE APPROACH: considers the specific aspects of strategy development, worrying less about ideal behavior and delving into real aspects - TAXONOMIC APPROACH: Configuration School

It is not based exclusively on information systems, it also influences the capacity and adequate skills to filter and process it properly. The level of decision affects the physical production routine and can strip the decision capacity of the subordinate

Working Mainly for Peter Dricker, he says that based on the general objectives of the organization, all employees must aim to contribute from their assigned functions and tasks to the fulfillment of said objectives. "Prepare a true team and amalgamate individual efforts into a common effort"

Its development is after the WWII, starting to worry about social and human issues, not only for the production. The progress technology, changing environments, communication changes, innovation and development are the bases for this new management approach

Approach that changes theories organizational because it begins to understand the organization a social system immersed in a even larger system, called society; in addition to recognizing to the organization as a vital component of society

This type of managerial thinking aims to achieve maximum efficiency by locating "the right man, in the right job." Its Greatest Exponents Were: - Frederick Winslow Taylor - Henri Fayol - Max Webber -Elton Mayo

Historical tour of the evolutionary process of administrative thought from the end of the 19th century to the present. The importance of understanding history to understand and transform the administrative present of organizations.