When speaking of the Administrative Process Company, what we know through many authors in high school, refers to plan and organize the structure of organs and charges up the company, directing and controlling their activities. It has been shown that the efficiency of the enterprise is much greater than the sum of the efficiencies of workers, and that she should be achieved through rationality, ie the adequacy of the resources (organs and fees) for the purpose to be achieved Many authors consider that the administrator must have an individual role to coordinate, but it seems more accurate to think of it as the essence of the general ability to align individual efforts that are aimed at meeting the goals of the group. Since the late nineteenth century the administration was defined in terms of four specific functions of managers: planning, organization, direction and control. Although this framework has been subject to some scrutiny, in general terms is still accepted. Therefore be said that management is the process of planning, organizing, directing and controlling the activities of members of the organization and employment of all other organizational resources, in order to achieve goals set by the organization.
1. Elements of the Administrative Process. 1st
Planning.
Planning ahead is what to do, how and when to do it, and who should do it. Planning bridges the gap from where we are going where we want to go. It allows things to happen that otherwise would never happen, but the exact future can rarely be predicted, and the uncontrolled factors can interfere with the best-laid plans unless planning, the facts are left to chance.
Planning is an intellectually demanding process, requiring the determination of courses of action and the rationale for decisions, scope, knowledge and reasoned estimates.
The task of planning is precisely, minimizing risk and taking advantage of opportunities.
The essential nature of planning can be highlighted by its four main components are:
1. Contribution to the objectives and purposes.
2. Primacy of planning.
3. Extension administration.
4. Effectiveness of planning. 1.b.
The Organization
The organization helps to sort the means to make human resources work together effectively towards achieving the aims and objectives of the company. The organization involves a structure that should be considered as a framework that contains and integrates the various functions of the company according to a model that suggests order, arrangement and harmonious relationship.
planning and organization by which functions are not materially objective is achieved, but the efforts put in order, and make the appropriate structure and position on the activities that the company will develop. The organization links together the necessary activities and assigns responsibilities to those who must carry them.
Activities Basic concerning the role of organization are:
Allocation of resources (human, financial, equipment), activities (how), responsible (who), time (when), determination of degrees of specialization and division of work (marketing, production , shopping, personal), establishment of hierarchies (relations of authority and responsibility); assignment, identification of sections of control, organizational structure design, preparation of organizational manuals, policies and procedures, among others. 1.c
Directorate
function address fundamental aims to promote, coordinate and monitor the actions of individual members and groups that make up the company, so that such joint activities are carried out according to plans.
This function comprises the following steps:
Authority. form that is delegated and exercised the shares for the development of activities and pursuit of the objectives and planned goals. Communication
. Way down the channels of communication and communication flows within and outside the company.
Supervision. verify that activities are carried out as planned and ordered.
The core activities include the leadership role are:
Determining what should be done (planning), establishing how they should carry out the activities of the company (organization), watch what to do (control) . 1.d
Control
control process helps to ensure that objectives are met on time and with the planned resources, providing the company with the extent of the deviation that results can have about as planned. This control process consists of four basic steps:
1.d.1. Report average levels of performance, establish acceptable levels of production workers, such as monthly fees for operators of production and sales for sellers.
1.d.2. Check performance at regular intervals (day, week, month).
1.d.3. determine whether there is any variation actual average levels over the set.
1.d.4. If there is a variation take corrective action such as training or further education. If there is no change, continue with the activity.
core activities comprising the control process are:
Developing indicators and control standards (sales, costs, productivity, competitiveness, quality); measure and judge what has been done (analysis statistics, accounting reports, production reports), to compare what has been achieved against planned to determine whether there are differences (performance evaluation, inspection and troubleshooting), and establish corrective actions (planned adjustments to achieve.)
Over the years have developed better methods of monitoring, management and business administration. Some of the tools companies are using to improve performance are:
• Total Quality Management
• Business Process Reengineering
These two tools contain a strong process orientation. This means your search by:
• Improve product quality.
• Reduce production cycle time.
• Reduce costs.
The total quality management is an approach aimed at creating:
• A harmonious environment to do things correctly the first time.
• Prevent the generation of errors rather than correction.
• Create a culture of customer service.
• Reduce costs for the quality of enforcement (prevention and appraisal) and non-compliance (internal and external failures).
The business process reengineering is a systematic approach to radically improve the fundamental processes that add value. These processes relate to the strategic nature that are important and indispensable to the achievement of the objectives, targets and achieve a higher competitive level.
Process Reengineering is the means by which a company can achieve radical changes in performance, methods of work, measured in cost, length of service and quality, through analysis of process flow diagrams and other methods used in industrial engineering.
This technique consists of five basic steps are:
• Preparation . Development executive consensus on goals and objectives to be achieved. • Identification
. Development of a consumer-oriented business in the fundamental processes of strategic value.
• Vision. Search breakthrough opportunities processes.
• Solutions. Establishing results for the implementation of perceptions through social design that organizes and structures the human resources that will be responsible for the redesigned process.
• Transformation. Implementation of the visions of the process, implementing pilot versions and full production.
Finally, we must not forget two important concepts and to consider in management and hence in the Enterprise: Leadership and Motivation.
Leadership, consists of a set of characteristics, whether innate formally learned or acquired, which has a person to influence others in order to channel the efforts of a group towards achieving its objectives.
On the other hand, we must not forget that leadership is a fundamental policy in organizations especially in the field of human resource management because it will serve to influence the behavior of employees the company.
is not simply to manage these behaviors, but that leadership must go beyond, you should try to integrate the employees in the business plan. And
Motivation in the Company, is the willingness from one person to do their job as best as possible, so that match personal goals with organizational objectives.
Also, we could define it as: "The impulse that initiates, guides and maintains the behavior, to achieve the desired goal or objective.."
The reasons can be grouped into several categories:
First are the rational and emotional reasons.
The reasons may be self-centered or altruistic.
The reasons may also be of attraction or rejection, as moved to do something for others or stop doing something that is ongoing or could be done.
Motivation can also be due to intrinsic and extrinsic factors. The first comes from the personal understanding of the world and second coming of the external incentive factors.
Money Working time
Travel Cars Real
Dinner
materials
All these factors can increase or decrease in the space around the individual, however, depend on intrinsic factors meaning that the person making it. While the so-called extrinsic factors also depend on this interpretation of the person, they can change dramatically very quickly while the intrinsic require assimilation work best suited to the individual's mind. Intrinsic factors deal with the desires of people to do things by considering them important or interesting. There are three important intrinsic factors:
Autonomy: The impulse that drives our lives, freedom to have control over what we
Masters: The desire to be better at something that really matters
Purpose: The aim of do what we do for service to something larger than ourselves
Well, with the motivation that you have to spare, you can improve the previous work, and leadership of each group, I hope soon the result of your work.
for it!.
Adriana Lopez. Monographs.
Business Economics. José Miguel González Ridao.
Quijano Andres Ponce de Leon. Universidad del Rosario. Colombia.
SMEs.
Rosa Aguilar.
Wikipedia
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