1. Contemporary Administrative Approach
1.1. Late 60s early 70s
1.1.1. The Administration by APO objectives (Drucker) and strategy development (Chandler, Mintzberg); decision-making (Simon); the Political Approach (Mintzberg, Morgan); Japan and its philosophy of total quality and continuous improvement (Deming, Juran, Ishikawa); and Organizational Culture (Jaques, Goffman, Barnard, Selznik, Amado, Trévenett, Firsirotu).
1.1.1.1. 70s
1.1.1.1.1. Management by objectives (Peter Drucker). The direction by objectives and self-control refers to the orientation that the commercial company must.
1.1.1.1.2. Administrative decision-making The decision, a power that is attributed or a skill what is developed For G. Morgan (1986)
1.1.1.1.3. Strategic planning. Since Chandler's famous sentence (1962), structure follows strategy.
1.1.1.1.4. The philosophy of total quality and productivity (Deming, Juran, Ishikawa). Quality control is a highly rational instrument for the management of organizations, whose central objective is to try to reduce and control the costs of operations and increase productivity
1.1.1.1.5. The study of organizational culture and organization as culture. The reflection on organizational culture began in absolute anonymity, more than forty years ago, by researchers such as Elliot Jaques, Erving Goffman, Chester Barnard and Paul Selznik, who studied aspects such as values and management style
1.2. Decade of the 80s
1.2.1. He talks about topics such as Reengineering, Outsourcing, Benchmarking and the new trends on teleworking. It has emphasis on issues such as globalization, cost reduction, competitiveness and stimulates the generation of added value of an individual nature.
1.2.1.1. 80s
1.2.1.1.1. Reengineering (Hammer and Champy -1993). Refers to a total change of practices productive and administrative of the company; means to start over
1.2.1.1.2. Competitive benchmarking (Michael Spendolini-1994). Appears in the 80s with experience Xerox
1.2.1.1.3. Outsourcing. Known also as Subcontracting, outsourcing or outsourcing, is one of the consequences of the new economic liberalism
1.3. Decade of the 90s
1.3.1. Technological revolution;an accelerated development of cybernetics, informatics and communication processes; smart organizations; electronic market and zero-time transactions; and tissue construction organizational based on communication, information and learning.
1.3.1.1. 90s
1.3.1.1.1. Communication, technology, information and Katz and Kahn (1966) provide one of the first and most important contributions of the systemic position to management, defining the organization as an open system in constant interaction with its environment.
1.3.1.1.2. The virtual organization. Virtuality refers to the representation of a structure that can perform the same function as an original structure.
1.3.1.1.3. Creativity and Innovation The creation of support networks facilitates the creation activity to the extent that it brings security to the organization
1.3.1.1.4. Competitiveness achieve maximum productivity, the maximum efficiency with the rational use of the resources that are possessed
1.4. XXI Century
1.4.1. The XXI century is inserted in the human, social evolution and organizational very different conditions at the beginning of the twentieth century, which leads us to think about the administrative and organizational process, but above all to rethink the assumptions on which the pillars of modern administrative thought were built.
1.4.1.1. Knowledge and learning the focus of attention is knowledge; in essence, information widely available through the development of information and communication technologies
1.4.1.2. Trust and cooperation is built from trust, to share information and knowledge, to create new knowledge, innovate and be creative
2. Classical administrative thinking
2.1. Classical administrative thinkingis based on the theoretical approaches of four great thinkers F.W. Taylor, H. Fayol, M. Weber and E. Mayo; characterized by: A Response to Capitalist Interests, An Approach to internal behavior of the organization, The division between who thinks and who executes, The metaphor of the machine (of the clock), Productivity and efficiency above all, Homo economicus, The recognition of the Social Being.
2.1.1. Frederick Winslow Taylor (1916
2.1.1.1. Taylor (1916), work is susceptible to being scientifically studied, through the decomposition of its constituent elements, which allows to identify movements Unnecessary
2.1.1.1.1. Proposes four principles: the scientific study of work, the scientific selection and preparation of the worker, the cordial collaboration between leaders and workers and the division of labour and almost equal responsibility between the members of the management and the workers
2.1.2. Henry Fayol (1916)
2.1.2.1. Administrative Doctrine is to select appropriate objectives, guide and direct the organization towards its achievement
2.1.2.1.1. His main contributions to administrative theory were: the administrative process, the famous fourteen administrative principles and all six fundamental operations
2.1.3. Max Weber (1921)
2.1.3.1. Weber conceptualized the hierarchical pyramid; In this sense, the administration Bureaucratic is configured in the rational form ofexercise domination with precision, continuity, discipline, rigor and confidence, and is oriented to the fulfillment of purposes derived from the exercise typical of domination.
2.1.3.1.1. Administrative theory: the concept of bureaucracy, the classification of the types of domination and model characteristics bureaucratic
2.1.4. Elton Mayo (1923)
2.1.4.1. It is considered the initiatorof the School of Human Relations. Starting of FJ's considerations. Roethlisberger and W.J. Dickson (1939) on industrial organization understood as a social system
2.1.4.1.1. This school, by recognizing the man as a social being, determines that the organization is a social organism, accepting that individuals are not isolated beings but members of a diversity of groups, standing out the presence of groups and informal leaders
3. Breaking Point: General System Theory
3.1. The General Theory of Systems appears an integrating element and as a basis for understandings of organizational theories;in this sense its study becomes something of imperative character
3.1.1. Kast y Kahn (1940)
3.1.1.1. The first and most important contributions of this 1966, the internal changes of the organization have a continuous impact on its environment
3.1.2. Herbert Simon (1950)
3.1.2.1. theory about decision making called Limited Rationality
3.1.3. Peter Drucker (1963)
3.1.3.1. Management by objectives and Andrews himself develops the Strategic Planning model.