Evolucin de la Teora

Administrativa

Angelica Ma. Daz Gmez

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

Part 1: Machiavelli,
Fayol and Taylor

Antecedentes
The 20th century was remarkable
for the rise of the professional
manager often basing his or her
approach to management on a
particular theory or favoured guru.
MBA students all over the world
have investigated these theories
and written countless assignments
discussing their value. As we
progress through the 21st century,
are these theories still relevant or
have they had their day? This
article is the first in a three-part
series that looks at ten influential
theorists and the influence they
still have. The series does not
attempt to create a top ten or
rank contributions in any way
(they are presented in
chronological order), but aims to
provide food for thought and
debate. Part 1 looks at Machiavelli,
Fayol and Taylor three famous
theorists who have all passed into
management mythology, but
whose views are sometimes
Mmisunderstood.
ANAGEMENT DEVELOPMENT

p30-32 Robinson Jan05

12/15/04

Part 1: Machiavelli,
Fayol and Taylor
The 20th century was remarkable
for the rise of the professional
manager often basing his or her
approach to management on a
particular theory or favoured guru.
MBA students all over the world
have investigated these theories
and written countless assignments
discussing their value. As we
progress through the 21st century,
are these theories still relevant or
have they had their day? This
article is the first in a three-part
series that looks at ten influential
theorists and the influence they
still have. The series does not
attempt to create a top ten or
rank contributions in any way
(they are presented in
chronological order), but aims to
provide food for thought and
debate. Part 1 looks at Machiavelli,
Fayol and Taylor three famous
theorists who have all passed into
management mythology, but
whose views are sometimes
misunderstood.

9:38 AM

Page 30

MANAGEMENT THEORISTS

Thinkers
for the
21st century?

In a three-part series,
Dilys Robinson
looks at ten influential
theorists and assesses
their influence in
business today

MANAGEMENT THEORISTS

Thinkers
for the
21st century?

In a three-part series,

NICCOLO MACHIAVELLI,
Dilys Robinson
at ten influential
14691527 looks
theorists and assesses
their influence in

business today
The end justifies
the means

achiavelli lived in Florence, where he

worked for the Florentine state as a
secretary, then a diplomat. His best known
The end justifies
the means
work, The Prince,1 is based on his
observation of Cesare Borgia a cunning,
cruel and self-seeking man. Machiavelli did
not regard Cesare Borgia as an ideal person, but thought that, under
him, the Florentines could unite Italy and this was his long-term
goal. In fact, Machiavellis tactic did not work, as the Medici (the
NICCOLO MACHIAVELLI,
14691527

achiavelli lived in Florence, where he

worked for the Florentine state as a
secretary, then a diplomat. His best known
work, The Prince,1 is based on his
observation of Cesare Borgia a cunning,
cruel and self-seeking man. Machiavelli did
not regard Cesare Borgia as an ideal person, but thought that, under
him, the Florentines could unite Italy and this was his long-term
goal. In fact, Machiavellis tactic did not work, as the Medici (the
ruling family of Florence) took exception to what he said, and Cesare
Borgia himself also found the work insulting.
Machiavelli was essentially a republican, preferring a state
controlled by citizens (in his day, citizens made up only a small part
of the population). However, the adjective Machiavellian has

that one should wish to be both, but, because it is difficult to unite them in
one 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 do
wrong, and to make use of it or not according to necessity.

Today, Machiavellian behaviour is denounced as self-seeking and

immoral, and the end justifying the means ethos is considered
morally wrong. However, the fact is that people do behave like this,
and a lot of successful managers employ these methods some more
consciously than others.
Take Harold Geneen (1910 to 1997), CEO of ITT (International
Telephone and Telegraph) from 1959 to 1977. He had an autocratic
management style, was a relentless workaholic with no interest in
personal life (and expected the same from his employees), and

that one should wish to be both, but, because it is difficult to unite them in
one 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 do
wrong, and to make use of it or not according to necessity.
Today, Machiavellian behaviour is denounced as self-seeking and
immoral, and the end justifying the means ethos is considered
morally wrong. However, the fact is that people do behave like this,
Fuente: Chiavenato,
and a lot of successful managers employ these methods some more

I. Imagenes: Internet

Avances del Pensamiento Administrativo

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

Fuente: Dubrin, A.

Evolucin Pensamiento Administrativo

Clsico
1.870 - 1.930

Industrial

Neoclsico

1980-

1940-1970

Financiero
1990-

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
Fuente: GUILLERMO MURILLO VARGAS, Ph,D..

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)

Paradigma Csico o Tradicional

Administracin Cientfica
Administracin Industrial y
General
Administracin Burocrtica
Relaciones Humanas

Administracin Cientfica y General

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

A. Cientfica
F. Taylor (1911)

A. Industrial y General
H. Fayol (1916)

N T

0-32 Robinson Jan05

al

A. Burocrtica

12/15/04

MANAGEMENT

Part 1: Machiavelli,
Fayol and Taylor
The 20th century was remarkable
for the rise of the professional
manager often basing his or her
approach to management on a
particular theory or favoured guru.
MBA students all over the world
have investigated these theories
and written countless assignments
discussing their value. As we
progress through the 21st century,
are these theories still relevant or
have they had their day? This
article is the first in a three-part
series that looks at ten influential
theorists and the influence they
still have. The series does not
attempt to create a top ten or
rank contributions in any way
(they are presented in
chronological order), but aims to
provide food for thought and
debate. Part 1 looks at Machiavelli,
Fayol and Taylor three famous
theorists who have all passed into
management mythology, but
whose views are sometimes
misunderstood.

NICCOLO MACHIAVELLI,
14691527

old:
g.M
The end justifies
the means

Administracin Cientfica
FW TAYLOR
18561915

9:38 AM

Page 30

DEVELOPMENT

MANAGEMENT THEORISTS

Thinkers
Scientific
management
for the
21st century?
igmund Freud would have had a field day

In a three-part series,
Dilys Robinson
looks at ten influential
theorists and assesses
their influence in
business today

with Frederick Winslow Taylor. From an

early age, he was obsessed with control, and with planning,
scheduling and self-regimenting. Childhood games lost all
spontaneity and fun as Fred insisted on precise rules and
measurements.
Today he might be dismissed as a crank, but at the

time his principles of scientific management yielded results and

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

achiavelli lived in Florence, where he

worked for the Florentine state as a
secretary, then a diplomat. His best known
work, The Prince,1 is based on his
observation of Cesare Borgia a cunning,
cruel and self-seeking man. Machiavelli did
not regard Cesare Borgia as an ideal person, but thought that, under
him, the Florentines could unite Italy and this was his long-term
goal. In fact, Machiavellis tactic did not work, as the Medici (the
ruling family of Florence) took exception to what he said, and Cesare
Borgia himself also found the work insulting.
Machiavelli was essentially a republican, preferring a state
controlled by citizens (in his day, citizens made up only a small part
of the population). However, the adjective Machiavellian has
become synonymous with corrupt, devious government and with
the ethos that the end justifies the means. Machiavellis Prince uses
devious, immoral political behaviour to achieve his ends.
Therefore a prince, so long as he keeps his subjects united and loyal, ought
not to mind the reproach of cruelty Upon this a question arises: whether it
is 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 in
one 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 do
wrong, and to make use of it or not according to necessity.

Aplicacin del mtodo

cientfico

Today, Machiavellian behaviour is denounced as self-seeking and

immoral, and the end justifying the means ethos is considered
morally wrong. However, the fact is that people do behave like this,
and a lot of successful managers employ these methods some more
consciously than others.
Take Harold Geneen (1910 to 1997), CEO of ITT (International
Telephone and Telegraph) from 1959 to 1977. He had an autocratic
management style, was a relentless workaholic with no interest in
personal life (and expected the same from his employees), and
subjected his executives to harsh and bullying behaviours such as
humiliation and cross-examination. Yet he was highly successful and
created a huge conglomerate; he masterminded 250 acquisitions at
ITT, some hostile. He was obsessed with profits and took ITTs profits
from US$29 million to US$550 million. Some of his sayings resonate
closely with Machiavellis description of how a leader should behave
to achieve his ends.

30 Training Journal January 2005

eed

ng
d as

ior

as

d
n).

Padre de la administracin
cientfica

Padre de la administracin de
personal

You are not supposed to think. There are other people paid for thinking
around here.
In the past man has been first; in the future the system must be first.

Principios

de la direccin de
Taylors
view of the separation of hand and brain, and belief that workers
operaciones
could be motivated by payment by results incentives alone, make us
8

feel uncomfortable and, interestingly, were by no means universally

popular in his own day. He was, for example, termed the enemy of the
working man and was summoned in 1911 to defend his system of
management before a committee of the US House of Representatives.

A. Humanas
E. Mayo (1923)

M. Weber (1.923)

A. Cientfica
F. Taylor (1911)

A. Industrial y General
H. Fayol (1916)

N T

0-32 Robinson Jan05

al

A. Burocrtica

12/15/04

MANAGEMENT

Part 1: Machiavelli,
Fayol and Taylor
The 20th century was remarkable
for the rise of the professional
manager often basing his or her
approach to management on a
particular theory or favoured guru.
MBA students all over the world
have investigated these theories
and written countless assignments
discussing their value. As we
progress through the 21st century,
are these theories still relevant or
have they had their day? This
article is the first in a three-part
series that looks at ten influential
theorists and the influence they
still have. The series does not
attempt to create a top ten or
rank contributions in any way
(they are presented in
chronological order), but aims to
provide food for thought and
debate. Part 1 looks at Machiavelli,
Fayol and Taylor three famous
theorists who have all passed into
management mythology, but
whose views are sometimes
misunderstood.

NICCOLO MACHIAVELLI,
14691527

old:
g.M
The end justifies
the means

Administracin Cientfica
FW TAYLOR
18561915

9:38 AM

!"#$%&$'()$*(+%,&-,./-'$*(.%-",

DEVELOPMENT

MANAGEMENT THEORISTS

Thinkers

Scientific
management
for the

21st century?
igmund Freud would have had a field day

In a three-part series,
Dilys Robinson
looks at ten influential
theorists and assesses
their influence in
business today

with Frederick Winslow Taylor. From an

early age, he was obsessed with control, and with planning,
scheduling and self-regimenting. Childhood games lost all
spontaneity and fun as Fred insisted on precise rules and
measurements.
Today he might be dismissed as a crank, but at the

time his principles of scientific management yielded results and

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

Therefore a prince, so long as he keeps his subjects united and loyal, ought
not to mind the reproach of cruelty Upon this a question arises: whether it
is 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 in
one 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 do
wrong, and to make use of it or not according to necessity.

Aplicacin del mtodo

cientfico

Today, Machiavellian behaviour is denounced as self-seeking and

immoral, and the end justifying the means ethos is considered
morally wrong. However, the fact is that people do behave like this,
and a lot of successful managers employ these methods some more
consciously than others.
Take Harold Geneen (1910 to 1997), CEO of ITT (International
Telephone and Telegraph) from 1959 to 1977. He had an autocratic
management style, was a relentless workaholic with no interest in
personal life (and expected the same from his employees), and
subjected his executives to harsh and bullying behaviours such as
humiliation and cross-examination. Yet he was highly successful and
created a huge conglomerate; he masterminded 250 acquisitions at
ITT, some hostile. He was obsessed with profits and took ITTs profits
from US$29 million to US$550 million. Some of his sayings resonate
closely with Machiavellis description of how a leader should behave
to achieve his ends.

30 Training Journal January 2005

ng
d as

ior

as

d
n).

E. Mayo (1923)

Page 30

achiavelli lived in Florence, where he

worked for the Florentine state as a
secretary, then a diplomat. His best known
work, The Prince,1 is based on his
observation of Cesare Borgia a cunning,
cruel and self-seeking man. Machiavelli did
not regard Cesare Borgia as an ideal person, but thought that, under
him, the Florentines could unite Italy and this was his long-term
goal. In fact, Machiavellis tactic did not work, as the Medici (the
ruling family of Florence) took exception to what he said, and Cesare
Borgia himself also found the work insulting.
Machiavelli was essentially a republican, preferring a state
controlled by citizens (in his day, citizens made up only a small part
of the population). However, the adjective Machiavellian has
become synonymous with corrupt, devious government and with
the ethos that the end justifies the means. Machiavellis Prince uses
devious, immoral political behaviour to achieve his ends.

eed

A. Humanas

Padre de la administracin
cientfica

Padre de la administracin de
personal

You are not supposed to think. There are other people paid for thinking
around here.
In the past man has been first; in the future the system must be first.

Principios

de la direccin de
Taylors
view of the separation of hand and brain, and belief that workers
operaciones
could be motivated by payment by results incentives alone, make us

0(-1/.",2,1.3(1(-%#.",
4'.&5**(+%,5%(6.'1-,2,.78(9$#.'($,
:-8-**(+%,2,*$/$*(#$*(+%,,
;%#-9'$*(+%,&-8,.7'-'.,$8,/'.*-".,
:("#-1$,&-,/$9.",$,8$,1$%.,&-,.7'$,
:("#-1$",&-,*."#.",&-,/'.&5**(+%,
<5#.'(&$&,8(%-$8,65%*(.%$8,

feel uncomfortable and, interestingly, were by no means universally

popular in his own day. He was, for example, termed the enemy of the
working man and was summoned in 1911 to defend his system of
management before a committee of the US House of Representatives.

=".,&-,8$,$5#.'(&$&,/.',->*-/*(+%,

M. Weber (1.923)

A. Cientfica
F. Taylor (1911)

Administracin Industrial & General

A. Industrial y General

A. Burocrtica

H. Fayol (1916)

A. Humanas
E. Mayo (1923)

Modelo

del proceso
administrativo (PA)

14

principios de la
administracin

Areas

funcionales - 6
operaciones
p30-32 Robinson Jan05 12/15/04 9:38 AM
fundamentales

Page 32

Comercial, financiero,
contabilidad, seguridad,
administrativas
M A N AG E M E N T

p30-32 Robinson Jan05

12/15/04

MANAGEMENT

Part 1: Machiavelli,
Fayol and Taylor
The 20th century was remarkable
for the rise of the professional
manager often basing his or her
approach to management on a
particular theory or favoured guru.
MBA students all over the world
have investigated these theories
and written countless assignments
discussing their value. As we
progress through the 21st century,
are these theories still relevant or
have they had their day? This
article is the first in a three-part
series that looks at ten influential
theorists and the influence they
still have. The series does not
attempt to create a top ten or
rank contributions in any way
(they are presented in
chronological order), but aims to
provide food for thought and
debate. Part 1 looks at Machiavelli,
Fayol and Taylor three famous
theorists who have all passed into
management mythology, but
whose views are sometimes
misunderstood.

NICCOLO MACHIAVELLI,
14691527

9:38 AM

D EV E LO P M E N T

Page 30

HENRI FAYOL
18411925

DEVELOPMENT

MANAGEMENT THEORISTS

Thinkers
Command
and control
for
the
ayol is famous for the classical school of
21st century?

In a three-part series,
Dilys Robinson
looks at ten influential
theorists and assesses
their influence in
business today

management, which emphasises command

and control. A Frenchman, he wrote General and Industrial
Management in 1916, but it was not translated into English until
5

FW TAYLOR
18561915
Scientific management

igmund Freud would have had a field day

with Frederick Winslow Taylor. From an
early age, he was obsessed with control, and with planning,
scheduling and self-regimenting. Childhood games lost all

M. Weber (1.923)

A. Cientfica
F. Taylor (1911)

Administracin Industrial & General

A. Industrial y General

A. Burocrtica

H. Fayol (1916)

A. Humanas
E. Mayo (1923)

Modelo

del proceso
administrativo (PA)

!"#$%&%'()

*"+,(%-,
.%'()

01(3"14)

14

principios de la
administracin

Areas

funcionales - 6
operaciones
p30-32 Robinson Jan05 12/15/04 9:38 AM
fundamentales

011"2%(,
.%'()

/%"#..%'()

Page 32

Comercial, financiero,
contabilidad, seguridad,
administrativas
M A N AG E M E N T

p30-32 Robinson Jan05

12/15/04

MANAGEMENT

Part 1: Machiavelli,
Fayol and Taylor
The 20th century was remarkable
for the rise of the professional
manager often basing his or her
approach to management on a
particular theory or favoured guru.
MBA students all over the world
have investigated these theories
and written countless assignments
discussing their value. As we
progress through the 21st century,
are these theories still relevant or
have they had their day? This
article is the first in a three-part
series that looks at ten influential
theorists and the influence they
still have. The series does not
attempt to create a top ten or
rank contributions in any way
(they are presented in
chronological order), but aims to
provide food for thought and
debate. Part 1 looks at Machiavelli,
Fayol and Taylor three famous
theorists who have all passed into
management mythology, but
whose views are sometimes
misunderstood.

NICCOLO MACHIAVELLI,
14691527

9:38 AM

D EV E LO P M E N T

Page 30

HENRI FAYOL
18411925

DEVELOPMENT

MANAGEMENT THEORISTS

Thinkers
Command
and control
for
the
ayol is famous for the classical school of
21st century?

In a three-part series,
Dilys Robinson
looks at ten influential
theorists and assesses
their influence in
business today

management, which emphasises command

and control. A Frenchman, he wrote General and Industrial
Management in 1916, but it was not translated into English until
5

FW TAYLOR
18561915
Scientific management

igmund Freud would have had a field day

with Frederick Winslow Taylor. From an
early age, he was obsessed with control, and with planning,
scheduling and self-regimenting. Childhood games lost all

M. Weber (1.923)

A. Cientfica
F. Taylor (1911)

A. Industrial y General

Administracin Industrial & General

A. Burocrtica

H. Fayol (1916)

M. Weber (1.923)

A. Humanas
E. Mayo (1923)

!"#"$"%&'()*'+,-.-/0'
12+0,"(-('3',)$40&$-."*"(-('

Modelo

del proceso
administrativo (PA)

!"#$%&%'()

6&"(-('()'7-&(0'

principios de la
administracin

>),-,?2@-'0'5-()&-'()';-&(0'

Part 1: Machiavelli,
Fayol and Taylor
The 20th century was remarkable
for the rise of the professional
manager often basing his or her
approach to management on a
particular theory or favoured guru.
MBA students all over the world
have investigated these theories
and written countless assignments
discussing their value. As we
progress through the 21st century,
are these theories still relevant or
have they had their day? This
article is the first in a three-part
series that looks at ten influential
theorists and the influence they
still have. The series does not
attempt to create a top ten or
rank contributions in any way
(they are presented in
chronological order), but aims to
provide food for thought and
debate. Part 1 looks at Machiavelli,
Fayol and Taylor three famous
theorists who have all passed into
management mythology, but
whose views are sometimes
misunderstood.

NICCOLO MACHIAVELLI,
14691527

011"2%(,
.%'()

/%"#..%'()

Page 32

A,()&'
B?2"(-('
B$+-."*"(-('()*'4),$0&-'

Comercial, financiero,

9&"5"-C#-'

contabilidad, seguridad,
administrativas

6&"%&'()*'4),$0&-*'

M A N AG E M E N T

9:38 AM

82.0,("&-5"%&'()*'9&+),)$'"&("#"(2-*''

!)$'#$<'5)&+,-*"=-5"%&'

funcionales - 6
operaciones
p30-32 Robinson Jan05 12/15/04 9:38 AM
fundamentales

12/15/04

6&"(-('()'!",)55"%&'

:0,,)5+-',);2&),-5"%&''

Areas

MANAGEMENT

*"+,(%-,
.%'()

01(3"14)

14

p30-32 Robinson Jan05

!"$5"4*"&-'

D EV E LO P M E N T

Page 30

HENRI FAYOL
18411925

DEVELOPMENT

MANAGEMENT THEORISTS

Thinkers
Command
and control
for
the
ayol is famous for the classical school of
21st century?

In a three-part series,
Dilys Robinson
looks at ten influential
theorists and assesses
their influence in
business today

management, which emphasises command

and control. A Frenchman, he wrote General and Industrial
Management in 1916, but it was not translated into English until
5

FW TAYLOR
18561915
Scientific management

igmund Freud would have had a field day

with Frederick Winslow Taylor. From an
early age, he was obsessed with control, and with planning,
scheduling and self-regimenting. Childhood games lost all

Thinkers
Administracin Burocrtica
for the
21st century?
In Part 1 of this series, which appeared in the
January 2005 issue of Training Journal, we
looked at the influence of Machiavelli, Fayol
and Taylor. Part 2 moves on chronologically to
examine the work of three more theorists
Weber, Follett (a female theorist whose views
are not widely known, but who is highly
favoured by some of todays influential gurus)
and Maslow.

A. Cientfica
F. Taylor (1911)

A. Industrial y General

A. Burocrtica
M. Weber (1.923)

H. Fayol (1916)

A. Humanas
E. Mayo (1923)

Tipo Ideal de Organizacin: La burocracia

MAX WEBER,
18641920
Bureaucratic
organisation

Caractersticas

In Part 2 of a three-part
series, Dilys Robinson
= Poder *dominacin*
Autoridad
looks
at ten influential
theorists and assesses
their
influence in Tracidional, Carismtica y Legal Edad,
Autoridad:
business today.

Empresa

German sociologist, Weber has

been somewhat misunderstood. He
is often portrayed as an advocate of
bureaucracy, but he was in fact sceptical
about its merits and saw clearly how the
organisation could become an instrument
of domination. He observed, however, that
bureaucracy was the most frequently found
type of rational legal authority (that is,
authority based on a set of rules and
procedures). He also saw that bureaucracy
had replaced other forms of authority for
example, charismatic (based on personal
qualities) and traditional (based on respect
forNivel
tradition
and the past). Weber believed the bureaucratic form is
Corporativo
a manifestation
Directores of the process of rationalisation of society. Unlike
Fayol, he did not see bureaucracy as the best form of organisation;
his main interest was in explaining how rulers legitimately
exercised authority. Weber was concerned about the trend towards
Nivel Gerencial
increasing
bureaucratisation and rationalisation, which he likened
to an
iron cage&that
threatened the human spirit.
Gerentes
Jefes
Despite his concerns, Weber is inextricably linked with
bureaucracy an organisational form that endures today and is
likely to continue to do so. In its purest form (in practice not likely
to be
found),
Weber characterised the bureaucratic organisation as
Nivel
Tcnico
giving the following features.

Los 3 niveles

Dignidad, Gobierno

Supervisores
Ejecutores
&
Official
functions bounded by rules.

Specialisation a clear division of labour and an understanding

Conceptualizar la funcin de la empresa

Fijar estrategias y polticas
Tomar decisiones
Reportar resultados a inversionistas

MARY PARKERImplantar
FOLLETT, tcticas y Procedimientos
18681933
de rea para el cumplimiento de
A prophet before her time?

estrategias

ollett was an American political scientist and management

thinker who experienced a late and somewhat unexpected
career as a management guru.
In the 1920s
was well
Realizar
el she
trabajo
known on both sides of Atlantic, but her star was later eclipsed by
calidad,
the more masculine approaches thatProcedimientos,
seemed to be better attuned
with the Second World War era. Thecosto
principles of democracy and
cooperation permeate all Folletts writings, be they about politics,

tiempo,

A. Cientfica
F. Taylor (1911)

A. Industrial y General

A. Burocrtica

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.

A. Humanas
E. Mayo (1923)

M. Weber (1.923)

A. Cientfica
F. Taylor (1911)

A. Industrial y General

A. Burocrtica

H. Fayol (1916)

Relaciones Humanas

M. Weber (1.923)

A. Humanas
E. Mayo (1923)

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

X WEBER,
41920
eaucratic
anisation

A. Cientfica
F. Taylor (1911)

In Part 2 of a three-part
series, Dilys Robinson
Relaciones
Humanas
iologist,
Weber has
looks at ten influential
what misunderstood. He
rayed as an advocate of
theorists and assesses
was in fact sceptical
Poder
Convs. Sobre
Cooperar vs.Competir
saw clearly
how: the
their influence
in
ecome an instrument
business today.
bserved, however, that

A. Industrial y General

A. Burocrtica

H. Fayol (1916)

M. Weber (1.923)

A. Humanas
E. Mayo (1923)

Th. Conflicto:
mostfrequently
found Predominio ||Compromiso (acuerdos insanos)||Conflicto Constructivo
authority (that is,
set of rules and
Papel
del Jefe: Hacer que la gente coopere y generar acuerdos desde la discusin
saw that
bureaucracy
constructiva
orms of authority
for
c (based on personal
onal (based on respect
Conducir
discusiones
past). Weber
believed the
bureaucratic form is
he process of rationalisation of society. Unlike
bureaucracy
as the acuerdos
best form of organisation;
lograr
s in explaining how rulers legitimately
Weber was concerned about the trend towards
tomar decisiones
MARY PARKER FOLLETT,
atisation and rationalisation, which he likened
18681933
hreatened the human spirit.
A prophet before her time?
ns, Weberiscoordinar
inextricablyequipo
linked with
ollett was an American political scientist and managem
ganisational form that endures today and is
thinker who experienced a late and somewhat unexpec
do so. In its purest form (in practice not likely
career as a management guru. In the 1920s she was wel
characterised the bureaucratic organisation as
known on both sides of Atlantic, but her star was later eclipsed
features.

ABRAHAM MASLOW,
19081970
Motivational theory

aslow is famous for

encapsulating a theory of
human needs which is
fundamental to the understanding of
motivation. His hierarchy of needs, derived
from research into human behaviour
between 1939 and 1943, describes five sets
of goals, each of which cannot be attended
to until the previous goal has been satisfied.
1. Physiological such as hunger, thirst,
shelter and sleep.
2. Safety security, stability and freedom
from 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, the
desire to become more and more what one
is, to become everything that one is capable
of becoming.

The motivational theorists that followed

Maslow built on his work and have
produced well-known and much-quoted
wo ofEstmulos.................Comportamientos
which are briefly outlined below.

rgs two-factor hygiene and motivation theory

Herzberg overturns previously held received wisdom
being the ultimate employee motivator. He describes
her organisational factors such as working environment
factors they can cause dissatisfaction, but do not
ntrinsic factors like achievement, recognition,
ent and job interest are the true motivators.
s expectancy theory
om states that individuals have different needs and will
ed if they believe that there is a positive correlation
fort and performance; that favourable performance will
desirable reward; that the reward will satisfy an
need; and Fuente:
that the desire
to satisfy the need
is strong VARGAS,
GUILLERMO
MURILLO
make the effort worthwhile.

Teora de Herzberg.
Esta basada en dos factores
extrinsecos-intrnsecos.
Las condiciones extrnsecas del puesto
que producen insatisfaccin entre los
empleados, sin no se encuentran
presentes, si lo tiene 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.

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)

La satisfaccin e insatisfaccin con el

puesto de trabajo es fundamental para la
teora de Herzberg.
A. Cientfica
F. Taylor (1911)

Relaciones Humanas-Teora Motivacional

Ph,D..

A. Industrial y General

A. Burocrtica

H. Fayol (1916)

A. Humanas
E. Mayo (1923)

M. Weber (1.923)

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

Paradigma Neoclsico o
Reformista
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)

Paradigma Neoclsico o Reformista

T. General de Sistemas
1940 Kast, Kahn

Enfoque Cuantitativo
Toma decisiones
1950 Herberth Simon
APO
P. Druker 1956

Planeacin Estratgica
K. Andrews1963

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

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.

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 Control
Investigacin de
Operaciones

Toma de Decisiones Evidence Based

Management

Toma de Decisiones Enfoque Cuantitativo

2006-Evidence Based Management

GBE. Es el compromiso de tomar decisiones basadas en la mejor
informacin y los mejores datos, en vez de decidir en funcin de lo
que hacen los dems, o de lo que han venido haciendo ellos mismos
en sus compaas.

Su aplicacin es incipiente

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2006-Evidence Based Management

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)

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

Toma de Decisiones Herbert Simon

Esta teora establece los siguientes

lmites:
1.! Un conocimiento limitado del
ambiente, estableciendo que slo se
conoce una parte
insignificante de lo que se debe
saber para tomar las decisiones.
2.! Imposibilidad de anticipar y
considerar todas las opciones para
resolver el problema
debido 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 un
modesto nmero de variables del
ambiente y dominar pocas de ellas.
5.! Imposibilidad de procesar toda
la informacin disponible por la
limitada capacidad de
atencin
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

Funcionamiento

Fundamentos
Druker afirmaba que
las empresas deben
perseguir objetivos en
Posicin del Mercado
Innovacin
Productividad
Recursos Fsicos y Financieros
Rendimiento o utilidades
Desempeo ejecucin competitividad
Actitudes del Trabajador
Responsabilidad Pblica

APO es una forma de

pensar
La coordinacin de
objetivos
Los objetivos deben
ser cuantificables
AMPLA LA VISIN
DE LA BUSQUEDA
DE ACTIVIDADES EN
EL CORTO PLAZO

Administracin Por Objetivos

KEY LEARNING POINTS

Definicinasde
Objetivo
y
Management
a discipline
in its
1.
own right did not emerge until the
estrategia
General
mid-20th century.
Despite
theperidicas
predominancede
of US
2.
Metas
la
management theorists, the
Institucin
practice of management varies
hugely between countries and
3.
Metas
del Superior
cannot
be divorced
from the (y
society in which
it sits. del
proyecto
de metas
Most management theories, even
colaborador)
those that do not resonate
comfortably with the prevailing
4.
Entrevista
Fijacin
de
mood,
have attractive
and valid
elements. y Metas del
Objetivos
Female management thinkers are
Colaborador
(metas,
accin,
unusual but this
may change,
given the current emphasis on
revisiones
parciales,skills.
ajustes y
softer, people-orientated
medidas correctivas)
Part
3: Drucker, DEL PERIODO
TERMINACIN
Hofstede,
Mintzberg
5. Proyecto
de Evaluacin del
andsuperior
Senge6. Proyecto de
This is the third and final part of a short
del Colaborador
seriesEvaluacin
describing ten influential
theorists and

MAN

Th
fo
21

Dilys Rob
the final
most inf
theorists
their infl
business

the influence they still have today. Part 1

7. Entrevista de Evaluacin
looked at Machiavelli, Fayol and Taylor, while
Part 2(Evaluacin,
examined Weber, Follett
and Maslow.
Expediente
del
Part 3 offers four more recent (and still living)
colaborador)
theorists
whose views continue to have a
major impact.

PETER DRUCKER,
b.1909
Management as a discipline

eter Drucker is renowned as the creator of managemen

discipline in its own right. He was born in 1909 in Vien

Planeacin Estratgica

Fuente: Humberto Serna, Ph,D..

managerial role.

HENRY MINTZBERG
b.1939
The reality of
management

Pensamiento Estratgico
There are really no tangible mileposts
Mintzberg (1998) where
ha he can stop and say, now my job
is finished the manager is a person
identificado 10 with a perpetual preoccupation.

escuelas o
paradigmas de
pensamiento
estratgico

2. Collectivism versus individualism the former base their

societies on social groups, while the latter stress the identity of the
individual.
3. Masculinity versus femininity masculine societies are assertive
and competitive, and feminine societies prefer cooperative
relationships.
4. Uncertainty avoidance the avoidance of risks and the creation
of rules (countries with low uncertainty avoidance are tolerant of
ambiguity and are uncomfortable with regulations).
5. Long-term versus short-term orientation Anglo-Saxon Western
countries are decidedly short-term in their focus, unlike China and
Far Eastern countries.

Cules son los

Hofstede observed that management is seen very differently in different
principales hallazgos
countries. In the US, for example, the manager is a cultural hero,
in Germany, where technical qualifications are prized and held
de la investigacinwhereas
by many workers, the engineer is more likely to fulfil this role. The core
Japanese enterprise is the permanent worker group those who are
de Mintzberg con oftenured
and aspire to life-long employment. Control is via the peer
group rather than the professional manager. In France, a hierarchical,
respecto al rol delstratified society, where management cadres are responsible for running
organisations, matrix management is frowned upon; the principle of
Manager?
unity of command dominates. Dutch management operates by
consensus and open-ended exchanges of views. Dutch workers value
being given freedom to adopt their own approach to the job, being
consulted, being given training opportunities, contributing to the
success of the organisation and helping others; this consensual
employment relationship contrasts with the contractual relationship
prevalent in the USA. The overseas Chinese, another cultural group
studied by Hofstede, favour small, family owned businesses, with no
separation between ownership and management; they are flexible and
opportunistic, with few professional managers.

enry Mintzbergs
The Nature of
Managerial Work
was published in 1973 (based on his PhD
research). It created waves by describing
what managers actually do rather than the
theory of what they do, what they say they
do or what they should be doing.

[T]here are really no tangible mileposts where he

can 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 very
short episodes, is highly fragmented, frequently interrupted and
brief 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 of
organisations means that managers are driven to brevity,
fragmentation and superficiality.
[They] focus on that which is current and tangible in [their] work even
though the complex problems facing many organisations call for reflection
and a far-sighted perspective.
The reality of managerial behaviour is untidy and not at all in line
with the rational model. In practice, managers use a bounded
rationality model of decision making (see Figure 1 on page 32).
Since 1973, Mintzberg, a professor at McGill University in
Montreal, has continued to be iconoclastic and provocative, and
has applied his attentions to a variety of subjects. In his own field,
strategy, he has remained at the forefront of the debate. A
champion of strategy as a creative and emergent process, he has
consistently defended it against those who seek to reduce it to
prescriptive analysis. His value to 21st-century managers lies in his
constant questioning and challenging of received wisdom, and his
emphasis on people and relationships within organisations.
The MBA is really about business, which would be fine except that people
leave these programs thinking theyve been trained to do management. I
think every MBA should have a skull and crossbones stamped on their
forehead and underneath should be written: Warning: not prepared to
manage.

March 2005 Training Journal 37

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

Taller de Aplicacin
Thinkers of the Century
La Jungla de la Teora Administrativa

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

Paradigma del Capitalismo

Industrial
Calidad Total (Denimg Ishiwaka -Jurn1945-1960-1980)
Cultura Organizacional (1980)
El Management Renovado
(1990)
TPM-total productive
maintenance (1990)

Calidad Total

Denimg - Ishiwaka -Jurn

1945-1960-1980

Management
Renovado

Cultura
Organizacional

Omar Aktouf
1990

1980

Mantenimiento
Producto Total TPM
1990
Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA NEOCLSICO O REFORMISTA

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

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

Calidad Total
Deming - Ishiwaka -Jurn
1945-1960-1980

Cultura Organizacional
Video: CEOs Unveiled: James Goodnight and Tony Hsieh
Desarrollo Organizacional
Aprendizaje Organizacional
Diferencias Culturales
Inteligencia Emocional

Cultura Organizacional
1980

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Conjunto de Valores, creencias, actitudes, reglas y procedimientos compartidos que reflejan la vida de una
organizacin
Fuente. SERNA, 2008

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]

Cmo describe P.S una

organizacin inteligente (que
aprende)?
p36-38 Robinson Mar05

Cul es el rol del lder en

una Organizacin
Inteligente?
Cules son las 5 disciplinas
que requieren las empresas
que aprenden?
http://www.wobi.com/es/speakers/peter-senge

17-02-2005

M A N AG E M E N T

11:24 AM

Pa

D E V E L

And the issue is not just that they are not trained to mana
are given a totally wrong impression of what managing i
decision making by analysis. The impression they get from
studied is that people skills dont really matter.

The global style is not global, it is American. The troub

else people think that the universal way of managing is
in the United States. But each place has its own differen

Spotlight: http://www.wobi.com/es/wobilive/library/2832

2008-Its yours a learning organization?

PETER SENGE
b.1947
The learning organisation

he youngest thinker in this article, Peter Seng

70

Figura 1
ISSN 1541-8561

FORUM EMPRESARIAL Vol. 15,1 (MAYO 2010)

AO=Aprendizaje organizacional

5 habilidades
Habilidad para
reconocer y regular las
emociones en
nosotros mismos y en
los dems

Introduccin: http://
www.youtube.com/watch?
v=P7_BaZ7Kyic

Autoconciencia

Video + Taller
E.I.

E VOLUCIN DE LA T EORA A DMINISTRATIVA

Control Emocional

Automotivacin

Empata

Habilidades
Sociales

Inteligencia Emocional.

Ms sobre IE
http://www.wobi.com/es/wbftv/danielgoleman-inteligencia-emocional-cmodominar-los-dos-jefes-del-cerebro
http://www.wobi.com/es/wbftv/el-arte-deliderar-las-emociones-2
https://sites.google.com/site/
angediazgomez/home/di1

PETER DRUCKER,
b.1909
Management as a discipline

and persuasively to his audience, and is eminently q

eter Drucker is renowned as the creator of management as a

discipline in its own right. He was born in 1909 in Vienna,
and was educated both there and in England before
emigrating to the USA in 1937. When he became Professor of
Management at New York University in 1950, he was, in his own
words, the first person anywhere in the world to have such a title
and to teach such a subject.
Druckers ground-breaking management book about General
Motors, Concept of the Corporation, was published in 1946. In it, he
asserted that management was not a rank or a title, but a
responsibility and a practice a discipline that can be taught and
must be studied, just like other disciplines. Drucker is a prolific
writer who has coined new phrases and introduced new concepts
that have become firmly established as facts of management life. His
two famous books, The Practice of Management (1954) and
Management Tasks, Responsibilities, Practices (1973), describe his
philosophy and approach to management and are also textbooks
that teach the reader how to manage. His five basic principles of
management are:

A manager is responsible for the application and performa

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

Diferencias Culturales. Geert Hofstede

1. setting objectives
2. organising
3. motivating and communicating
4. establishing measurements of performance, and
5. developing people.

36 Training Journal March 2005

The most important contribution management needs to m

century is to increase the productivity of knowledge wo
knowledge worker.

GEERT HOFSTEDE
b.1928
Cultural differences

orn in 1928, Geert Hofstede is renowned for

cross-cultural management based on a world
IBM employees people who had much in c
as educational attainment, nature of work and comp
belonged to different nationalities. He derived four d
(later, he added a fifth) that distinguish cultures at a

1. Power distance perceptions of the degree of ineq

society. Those with a large power distance put great
hierarchies and often have extreme politics, while th
power distance stress equal rights.

Management Renovado

1990-El Management Renovado-Aktouf

el management renovado enfatiza en que las sociedades modernas no son nicamente mercados
sino tambin economas organizacionales (trmino atribuido a Herbert Simon) y que los nuevos
modelos de direccin se basan en una mejor comprensin de la motivacin individual e
institucional: El bienestar social y el corporativo no solo no son incompatibles, sino que la premisa
es justo contraria. En una economa organizacional, donde la esencia de la empresa reside en la
creacin de valor, empresa y sociedad no entran en conflicto: son independientes, y su punto de
encuentro es un nuevo contrato moral entre ambas, una filosofa avanzada del bienestar social y el
proceso econmico
1.- Redefinicin continua de la misin organizativa como consecuencia de la responsabilidad
social que implica, y que debe traducirse en la definicin de los objetivos, en su consecucin y en
el posterior proceso evaluativo.
2.- Articulacin de la funcin del trabajo, tanto desde la perspectiva de los procesos organizativos
y productivos, como desde la dimensin humana.
3.- El management tiene por ltimo la responsabilidad de enriquecer a la sociedad toda persona y
toda organizacin existen y proyectan su actividad por y para la sociedad, conjugando el mximo
beneficio social y calidad de vida para las personas, con el crecimiento econmico sostenible de
las instituciones.

Fuente: LUIS ANGEL OTEO disponible en http://amas.xaweb.com/documentos/doc4/Jornada2006_reflexiones.pdf

Management Renovado

1990-El Management Renovado-Aktouf

Para desarrollar una funcin de management eficiente los equipos de direccin precisarn
disponer de informacin bsica
que permita tomar y hacer operativas las decisiones:
1.- Informacin bsica propia y especfica de la organizacin;
2.- Informacin bsica y sistemtica del entorno;
3.- Informacin sobre competencias estratgicas e innovacin;
4.- Informacin sobre la productividad de los factores con criterios de comparabilidad ;
5.- Informacin sobre el rendimiento de las herramientas aplicadas a los procesos crticos,
tanto organizativos como de gestin;
6.- Informacin sobre los sistemas de asignacin de recursos y procedimientos evaluadores;
7.- Informacin esencial para interrelacionar estrategia y resultados.

Fuente: LUIS ANGEL OTEO disponible en http://amas.xaweb.com/documentos/doc4/Jornada2006_reflexiones.pdf

Management Renovado

1990-El Management Renovado-Aktouf

Consultar
http://www.udea.edu.co/portal/page/portal/bibliotecaSedesDependencias/
unidadesAcademicas/FacultadNacionalSaludPublica/Diseno/archivos/
General/OMAR%20AKTOUF.pdf

TPM. total productive maintenance

Fuente: http://www.strategosinc.com/images/TPM-NUT-Bannr6.gif

TPM

EVOLUCION DEL PENSAMIENTO

ADMINISTRATIVO
Introduccin: Teoras Clsicas
de la Administracin
Paradigma Neoclsico o
Reformista
Paradigma del Capitalismo
Industrial
Paradigma del Capitalismo
Financiero
El futuro de la Gerencia

Paradigma del Capitalismo

Financiero
Reingeniera
Benchmark
Outsourcing
Organizacin Virtual del Siglo
XXI

GE lo hizo y es exitosa; hagmoslo. Es un razonamiento

psimo
Siempre digo que Southwest Airlines es, sin duda, la aerolnea ms exitosa en la historia de los Estados Unidos, y
que Herb Kelleher ha sido un extraordinario presidente
ejecutivo.
Kelleher bebe mucho bourbon Wild Turkey, habla siempre de
lo que le gusta esa bebida y dice que el hombre que la
invent es uno de sus dioses. Si el jefe ejecutivo de su
compaa bebiera mucho bourbon, su empresa sera tan
exitosa como Southwest?
Cuidado con el Benchmark Superficial...
Pfeffer J

46

Video:
CEOS unveiled Jack Welch

Taller Capitalismo Financiero (Previa Lectura)

Reingeniera
Benchmark
Outsourcing
Organizacin Virtual del Siglo XXI

Enfoque de las Tecnologas de Informacin

La Organizacin Virtual SXXI tiene como prerequisito el enfoque TICs

La tecnologa de la informacin influencia la forma de administrar el
trabajo y las personas, entre otras, de las siguientes formas
Aumenta la frecuencia de comunicacin
Cambio en los esfuerzos de marketing y ventas
Uso de redes sociales
Organizaciones ms democrticas

Source: Fisk Peter.

50

It is the best of times, it is the

worst of times,
Las 2 grandes tendencias del
Momento
Hipercompetencia (& The China Price y The
rise of Free)
Hiperconectividad estamos en un mundo
social y digitalmente conectado

Lo que te trajo aqu no es lo

que te va a llevar al futuro

http://www.comicbookbrain.com/large-charles-dickens.php

Enfoque de las Tecnologas de Informacin

Social
Networks

Sharing

Experience
2012 Trend Report.
http://www.youtube.com/watch?v=RHPLVHgTGd0

http://www.ted.com/talks/lang/en/
charlie_todd_the_shared_experience_of_absurdi
ty.html

Ejemplos Modelos de Negocio. Enfoque Tecnologas de Informacin

Social
Business
http://www.youtube.com/watch?
v=jwvX6_ADq4U

Enfoque de las Tecnologas de Informacin

Para Saber ms

http://www.youtube.com/user/zipcar
http://www.youtube.com/watch?v=WzcCxGvvShI
http://www.youtube.com/user/thisiscouchsurfing
http://www.youtube.com/watch?v=9KZSxYeXn1Y
http://www.ted.com/talks/charlie_todd_the_shared_experience_of_absurdity.html
http://www.youtube.com/watch?v=YFUMZ_o6l2s
Ejemplos Modelos de Negocio. Enfoque Tecnologas de Informacin

Enfoque de las Tecnologas de Informacin

Nuevos Modelos de Negocio
Linkedin
3 fuentes de ingreso,
3 mercados diferentes

Fuente.: http://techcrunch.com/2013/07/03/study-linkedinpositioned-to-become-first-global-economic-graph-businessplatform-on-par-with-google-and-facebook/

MOHANBIR SAWHNEY, Innovacin Experimental, WBFMX

Enfoque de las Tecnologas de Informacin

Nuevos Modelos de Negocio

Free, Open Source and Mass

Collaboration
El modelo Free-mium in cluye dos
modelos del producto, uno free, y
otro pago.
La parte free ofrece servicios pero
no tantos, de modo que se aliente
a las personas a dquirir el nivel
premium (pago)
Saber ms
http://www.freemium.org/
freemium/free-open-source-andmass-collaboration/

Fuente Imagen: http://www.webmetrics.es/blog/freemium-el-futuro-en-la-estrategia-de-marketing/

MOHANBIR SAWHNEY, Innovacin Experimental, WBFMX

Enfoque de las Tecnologas de Informacin

Nuevos Modelos de Negocio - Personalizacin

Personalizacin masiva
http://hbr.org/2013/03/why-it-pays-to-be-a-category-creator/ar/1

Enfoque de las Tecnologas de Informacin

Nuevos Modelos de Negocio
Ejemplo
Airbnb hospitality
Coursera. Education
Getaround. Transportation.
Next level to zipcar
Kickstarter. Fundraising.
Zillow.com Real state.

Fuente Imagen: http://www.webmetrics.es/blog/freemium-el-futuro-en-la-estrategia-de-marketing/

MOHANBIR SAWHNEY, Innovacin Experimental, WBFMX

Enfoque de las Tecnologas de Informacin

Generation C - Conectivity
sustainable

instant
gratification

relevance
control,
efficiency
permanence,
consistency
trust...
valued
Share
empowered
BRIAN SOLIS, WBFMX

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

El futuro de la Gerencia by Gary

Hammel

Taller
Tres casos casos registrados por Gary Hamel, en su libro el Futuro de la Gerencia, que ilustran la ruptura de paradigmas
administrativos. En cada caso, qu paradigmas pensamientos rompe, y/o que nuevos aplican o crean? Explique utilizando su
conocimiento, evidencia e informacin relevante

El Futuro de la Gerencia por Gary Hamel

1.

2.

Procurar que la gente trabaje hoy en da en los

problemas del maana: de este modo podremos
asumir algunos de los mayores retos del futuro. Si
vamos a aprovechar algunas oportunidades
comerciales sin precedentes, no podremos
apoyarnos en la experiencia de otra compaa.
Tenemos que pavimentar nuestro propio camino y
hacer ciertas apuestas.
Asumir el reto de sopesar los posibles resultados: y
quiz! lograr sinergias entre los mismos.

3.

Convertir las nuevas ideas en capacidades

organizacionales: es decir, estrechar la brecha entre
retorica y realidad. Esto supone hallar la manera de
que todos entren en accin.

4.

Convertir cualquier no se puede en se puede:

debemos eliminar cualquier problema que haya
plagado a la compaa y que no le haya permitido
desarrollar sus capacidades.

5.

Acelerar la renovacin estratgica y promover la

agilidad: porque todo el mundo reconoce que los
cambios del futuro sern profundos, drsticos e
impredecibles. Las compaas agiles cambian en el
momento ms adecuado, mientras que el resto lucha
por adaptarse. El cambio siempre crea
oportunidades y retos que slo las compaas giles
saben aprovechar.

6.

Procurar que la innovacin sea tarea de todos: de

modo que todo el mundo se dedique a buscar
nuevas ideas que sean viables. Debemos facilitarles a
los dems la tarea de pensar fuera del sistema, y
contar con el tiempo y los recursos para
implementar las nuevas ideas. La compaa debe
ofrecer un sistema de apoyo que permita desarrollar
estas nuevas ideas.

7.

Crear un clima de trabajo placentero: en el que todo

el mundo de! lo mejor de si!.

El Futuro de la Gerencia por Gary Hamel

Evolucin de la Teora Administrativa - Resumen

Fuente 3

Evolucin del Pensamiento Administrativo

Enfoque Contingencial

No existe
una mejor
forma de
administrar
el trabajo o
las personas
(7)

Taller:
Utilizando su conocimiento sobre teora
administrativa, explique la imagen. Ponga
especial nfasis en el rol del gerente

Source: Luke Williams, World Innovation

Forum Mexico 2013

Leer ms.
http://www2.open.ac.uk/openlearn/business_thinkers_static/
index.html

67

1. SERNA, Humberto.Gerencia Estratgica. 10 ed.Bogot:3R editores, 2008

2. NORDSTROM, Kjell & RIDERSTRALE, Jonas, Funky Business Forever. Madrid: Pearson Prentice Hall. 2008

3. CHIAVENATO, I. Planeacin Estratgica, Mc Graw Gill. 2011

4. ECHEVERRY, Lina & ROSKER, Eduardo. Bogot: Ed. Universidad del Rosario, 2010

5. DAVID, F. Administracin Estratgica, 8 ed. Mexico: Pearson Prentice Hall. 2005

6. DUBRIN, A 2000, Fundamentos de Administracin, Thomson, 5a. Ed, Mexico

7. KOTLER, P. Direccin de Marketing, Pearson Prentice Hall, 12a Ed. Espaa

8. FITZSIMONS , J& FITZSIMONS, M 2011, Service Management, 7th edn. McGraw Hill, Singapore.

9. GMEZ, Luis F. Desarrollo de Habilidades Conceptuales en los administradores, 2003

CRDITOS FOTOGRFICOS, La Mquina de Fotos http://www.flickr.com/photos/lamaquinadefotos/sets/

IMGENES

Salvador Dal

Johan Mir

Vincent Van Gogh

M.C. Escher

Andy Warhol

68

69