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Administrative Models

1. Importance of systems theory to the organization and management.

The importance of this theory within the organization is that it allows the creation of clearly defined goals, as well as in the specialization and integration of activities performed within the different departments and between the teams that make up each department of the company. In such a way that continually coordinating and communicating the organization moving towards its goal and raised unique and common.

Citing an example based on a service organization, we can say that the theory of system works as an interdependent whole, but also interacts with other groups of the same organization to achieve the goal desired, eg in a travel agency and in every organization there are various departments which are based on a single purpose that is the quality of the service if the customer arrival is welcomed and cared for with excellent quality and service but if you expect when your bill is it takes or does not meet the standard procedures there and lost the correlation of the quality q're borrowing, which is broken is the theory of system, so that all departments but are separated form a single system of enforcement in the search for the same purpose.

2. Role and importance of a manager in the organization and management models are useful for the same.

The manager of an organization is a human being like anyone with defects and virtues. His role within the organization is to guide, the leader is the person who, knowing the goals to be achieved, will create the action plan, direct and encourage your team to achieve these goals. Is the person who chooses an organizational model that can adjust to your needs and interests of the company both time and financial resources, adapting to the nature of this and in harmony with the political, social and economic development.

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SUMMARY UNIT 1: WORKSHOP

INTRODUCTION

This report is to investigate why different types of administration as they are applied in systems organizations. It also analyzes the different types of existing organizations and how they are used to improve performance and maximize resources and results in business.

Scientific Management (according to Taylor)

The time evolution of management thinking has been appointed as the scientific stage, mainly because late nineteenth and early twentieth century, several authors were interested to investigate from the standpoint of "scientific" the problems had industrial companies, mainly large-scale production and standardized way. Some of these thinkers have to Charles Babbage (1792-1872), H. Robinson Towne (1844-1924) and Joseph Wharthon (Siglo XIX).

Frederick Winslow Taylor (1856-1915), engineer by profession, was born in Philadelphia, USA, and has been described as the "Father of Scientific Management," because it systematically investigated in manufacturing operations, especially in the area of \u200b\u200bproduction under the scientific method.

The study of these operations performed by observing the methods used by the workers, the hypothesis emerged observations to develop better procedures and ways of working. Experienced their hypothesis supported by employees outside of normal working hours, improved methods of production found, were put into practice in daily work, following training of operators.

Frederick Taylor concluded that this was applicable to any human organization. Among its findings are:

* There was no effective system of work.
* There was no economic incentive for workers to improve their work.
* The military decisions were made and empirically rather than scientific knowledge.
* Workers were incorporated into their work without taking into account their skills and abilities.
* Therefore, Frederick Taylor developed methods to organize the work, considering the
materials, equipment and skills of each individual. These have been called time and
movements, now known as process or system operations.

Classical Organization Theory (Fayol)

Henri Fayol (1841-1925), French origin, is for some, the most distinguished author of management theory. He noted that management theory can be applied to any human organization (universality). He is considered the father of the administrative process, and creator and promoter of the division of functional areas for companies.

Fayol identified five rules or obligations of the administration:
* Planning: Designing an action plan for tomorrow.
* Organization: To provide and mobilize resources for the implementation of the plan.
* Address: manage, select and evaluate employees in order to achieve the best
work to achieve planned.
* Coordination: integration of efforts and ensure that information sharing
and resolve problems.
Control: ensuring that things happen according to plan and implement the necessary corrective actions
deviations found.

Focus Management Systems.

The origins of this approach goes back to the Aristotelian concepts of "cause and effect" and that every integer is part of a larger. The modern theory of systems developed by the contributions of Ludwig von Bertalanffy, who indicated no independent physical or chemical element, all elements are integrated into relatively interdependent units.

systems can be classified according to:
* The degree of interaction with other systems: open semi-open or half closed and sealed.
* The material composition and objective, abstract and concrete.
* Your ability to react: active, passive and reactive.
* Your internal mobility: static, dynamic, homeostatic and probabilistic.
* The degree of dependence: independent and interdependent.

In any system you can find four basic elements for its functioning:

1. Inputs or inputs: the system supply necessary to fulfill its mission.

2. Processing: the transformation of inputs.

3. Outputs or product: the result of the process.

4. Feedback: is the response of the systems that have received the product as an input
a previous system or the response of the environment.

systems consist of subsystems, for example, the human body is a system and also has sub-circulatory, respiratory, nervous, etc. A company is composed of subsystems of finance, personnel, marketing, etc.. Similarly, any system is an integral part of a larger, commonly called macro or supra. For example, a tree is a macro that is part of plant, and this is part of the planet's ecology, and so on.


GENERAL THEORY OF SYSTEMS

The first speaker of the General Theory of Systems (TGS) was Ludwig von Bertalanffy, in an attempt to achieve a inclusive methodology for the treatment of scientific problems. Used as a tool for it, models used transferable between different continents and scientists, since such extrapolation is possible and in full to the respective disciplines. The General Theory of Systems is based on two pillars: semantic and methodological contributions contributions.

SEMANTIC CONTRIBUTIONS

Successive specializations of science requiring the creation of new words, they accumulate over successive specializations, forming almost a real language is handled only by specialists.

This gave rise problems when dealing with interdisciplinary projects, as participants project are experts from different branches of the science and each handles a different semantics to others.

The Theory of systems to solve these problems, aims to introduce scientific semantics universal use.

Variables:

Each system and subsystem contains an internal process that is developed on the basis of action, interaction and reaction of different elements that must necessarily be known.
Since this process is dynamic, often referred to as a variable, each element that composes or exists within the systems and subsystems. But all is not as easy as it seems at first glance because not all variables have the same behavior but on the contrary, according to the process and character istics of the assume different behaviors within the same process according to time and circumstances surrounding them.

THE ORGANIZATIONS SYSTEMS AS

A organization is a socio-technical system including a larger issue which is the society with which it interacts influence each other. It can also be defined as a system social, composed of individuals and groups working respond to a particular structure and within a context which partly controls and carry out activities using resources in pursuit of certain values \u200b\u200b common. In this way the company is presented as an autonomous structure with the capacity to reproduce and can be viewed through a theory of systems capable of achieving a vision of a system of decision making, both from the point individual and collective view, given that decision making will much easier, if you have a concrete and objective description of the system within which it must be taken.

forming sub Company:

a) Subsystem Psychosocial is composed of individuals and groups interaction.
This subsystem consists of the individual behavior and motivation , status and relationships of
role, dynamics of groups and systems of influence.
b) Technical Subsystem: refers to the knowledge needed for development task
including the techniques used to transform inputs into products .
c) Administrative Subsystem: relates to the organization with their environment and sets the objectives, develops plans
integration, strategy y operación, mediante el diseño de la estructura y
el establecimiento de los procesos de control.

MODELO DE KATZ Y KAHN

Katz y Kahn desarrollaron un modelo de organización más amplio y complejo mediante la aplicación de la teoría de sistemas y la teoría organizations. They then compared the potential use of mainstream sociological and psychological organizational analysis, suggesting that the theory of organizations is free of restrictions and limitations of previous approaches and use the general theory of sistemas.Según the model proposed by them The organization has the following characteristics typical of an open system:

a) The organization as an open system
1. Import (inputs)
2. Processing (processing)
3. Export (output)
4. Systems and cycles recurring event
5. Negative entropy: Open systems need to move to stop the process to replenish energy entópico maintain indefinitely its organizational structure.
6. Information as input
7. Steady state and dynamic homeostasis: In this sense, open systems
characterized by a steady state: there is a continuous flow of energy from the environment outside
and continuous export of the system, however, the exchange ratio
power and relations between the parties remain the same.
8. Differentiation: The organization tends to the growth and development function, which will also bring multiplication
roles and internal differentiation.
9. Equifinality: which states that a system can achieve, in various ways, the same final state
, based on different conditions iniciales.10. Limits or boundaries: The
organization presents barriers between the system and the environment. These define the field of action
the system, as well as its degree of openness in relation to the environment.

b) organizations as a kind of system organizations socialLas
constitute a class or type of social system, which in turn is considered a kind of open system. As a class special
open system, organizations have properties that are peculiar, but
share other properties in common with all systems
abiertos.Todos social systems, including organizations, are based on standardized activities of a number of individuals
. These activities are complementary or
standardized interdependent with respect to any product with a common result. They are repeated, relatively enduring and related
in space and time.

c) Characteristics of first ordenLas characteristics of organizations as social systems are
:

1. Social systems, unlike other basic structures is not limited in scope
. Social systems can not be represented by physical models.

2. Social systems need inputs for production and maintenance.

3. Social systems are systems essentially invented, created by man and
imperfect, are predicated on attitudes, perceptions, beliefs, motivations, habits and expectations
humans.

4. Social systems have greater variability than biological systems. Need
control mechanisms to reduce the variability and instability of human actions.

5. The roles, norms and values \u200b\u200bare the main components of the social system.

6. Social organizations representing the development of a clearer standard features that hint
interrelated activities prescribed or standardized.

7. The concept of partial inclusion. The organization uses only the knowledge and skills
people that are important.

8. In relation to its environment. Organizational performance should be considered with respect to
developed continuous transactions with the surrounding environment.

d) Culture and climate organizacionalesToda organization creates its own culture or climate,
own taboos, customs and usages. The climate or culture of the system reflects the norms and values \u200b\u200bof
formal system, as well as internal and external disputes and the exercise of authority within the system
which are transmitted to new members.

e) Dynamic sistemaCon to stay, social organizations
resort to using mechanisms, set standards and values \u200b\u200bto encourage required activities and devices
authority to direct organizational behavior.

f) Concept of efficiency organizacionalComo open systems, organizations
survive only when they are able to maintain negentropy, ie
imports under all forms of larger amounts of energy than they return to the environment as product.
aims to increase efficiency through technical and economic solutions, while seeking efficiency
maximizing the performance of the organization, technical and economic
(efficiency) and by political means (Not cheap).

g) The organization as a system of rolesRol is the set of activities required to
individual who occupies a particular position in an organization. Therefore, the organization
can be considered as consisting of roles or a set of activities expected
of individuals.

SYSTEMS THEORY

systems theory is a specific field of general systems theory. System means all the different parts interact and are in turn bounded from the outside. In translating this model to the organizations, are factors and characteristics.

There are a variety of systems and a wide range of typologies to classify them according to certain basic characteristics:

A) In terms of its constitution, or specific physical systems, when composed of computers, machinery and objects and real things. Can be described in quantitative terms desempeño.Sistemas abstract, when composed of concepts, plans, assumptions, and idea s.

B) As to its nature closed, are systems which do not exchange with the environ good that surrounds you, they are tight any influence am well tal.Abiertos, are systems that have trade relations with the am well you through inputs and outputs. Open systems regularly exchange matter and energy with the environ well you. Are eminently adaptive that is, to survive they must constantly readjust to environmental conditions.

CONCEPT MODEL

Definition of administrative models:

Basically we talk about business models that are copied, adapted or generalized to the needs of those since these are usually not rigid. These are represented through techniques, processes, models and systems.

Features:

- are applied to produce a change.

- For application requires the use of different tools.

- These models can be applied to more than one type of company.

- are models that change the way of performance of human resources of the company, through tools
applied.

TYPES OF MODELS

autocratic model:

was the prevailing pattern in the Industrial Revolution . This model depends on the power. Those in command must have power to order, which means that the employee does not comply with orders be punished.

In an autocratic environment orientation points to the formal official authority and direction thinks he knows what is best and is convinced that the employee is obliged to obey orders, meaning that they must be addressed, persuaded and pushed to reach a certain level of performance and limited to obey orders.

This view leads to a strict control of employees, the autocratic model turned brutal and despicable because strenuous physical tasks and unsanitary conditions, poverty and danger, in these conditions autocratic employees are directed to turn to obedience to the head and not the respect this.

The model is a useful means for effective enforcement of labor of acceptable method for determining the behavior of managers. The force combined knowledge of the need for employees and the changes that occur, values \u200b\u200b social given the recognition that there are better ways to manage organizational systems.

CUSTODY MODEL:

This depends on the economic resources, if an organization lacks sufficient resources for the provision of pensions and other payments benefits will be impossible to adopt this model.

Then

custody approach results in employees' dependence on the organization. Instead of relying of employees depend on your employer organizations.
employees working in custodial environments acquire a psychological concern for their salaries and benefits. As a result of their treatment, tend to be satisfied and remain so loyal to their companies . Its biggest advantage is that discriminate security and satisfaction to the workers.

SUPPORT MODEL:

had its origins in the principle of supportive relationships. It came to the conclusion that an organization is a social system whose most important element is to be a worker. The studies indicated the importance of having knowledge of dynamic of groups and implement the monitoring support.

support model depends on leadership instead of power and money . Through the leadership company offers an environment that helps employees to grow and meet the organization for that what they are capable. Consequently the orientation of the direction is to support the work performance of employees not the mere support of employee benefits.

The psychological result is a sense of participation and involvement in the work of organization, it is part of lifestyle work of managers and in particular the way they treat others . The support model is effective for both employees and managers and enjoys widespread acceptance.

COLLEGE MODEL:

college The term refers to a group of people with common purpose, they tend to be more useful in terms of work schedule, media intellectual , and circumstances that allow a wide margin of maneuver of the work.

This depends on the generation by the address of a sense of camaraderie with employees, the result is that they feel useful and needed. They found it easier to accept and respect the role of these in the organization. Instead of being seen as leaders, administrators were seen as collaborators.

This is intended to create a strict mutuality in which each person make their own contributions and appreciate others. The guidance addressed the teamwork and the response of employees is the responsibility and feel himself obliged to comply standards of quality that mean so much recognition for its work and the company. The psychological result of the collegial model is self-discipline employees.

THE ROLE OF THE MANAGER:

Before a process of organizational change or conversion of attitudes, the role of the manager should be to lead the change itself, becoming a visionary, a strategist and an excellent communicator and inspiring of all aspects involving the organization, since such a process, by its magnitude, is achieved only with the commitment of the management team and the entire organization as a whole, each increasingly important to think first convert manager, because if it is under charge of a team willing to change and do not feel committed to it, this change will not happen as a result of passive resistance (one in which support changes in words, but not part of them).

The new realities of the environment are setting aside the idea of \u200b\u200btraditional organizations, rigid, requiring now a more participatory management, flatter and less hierarchical levels, where there is a greater closeness of all the up with a much more active participation of all the management team in making decisions and a very special emphasis on equipment-based decision-making functional structures by business areas.

Moreover, the development of new technologies and the increasing rise of the "information revolution" has led to rapid changes in organizational structures, while global conditions a new profile for the manager, where his main personal characteristics should include a greater ability to adapt to new circumstances, an international mindset and excellent communication and learning conditions, in addition to basic principles such as ethics, honesty and justice, whose value is universal.

GROUP ANALYSIS

The scientific method of management is based on logic and all persons and organizations have benefited by applying them to improve time performance, maximize resources and increase profits in companies . Farol

emphasized the steps so that its method of organization is easier to perform, to achieve the desired goals in the shortest time possible without compromising quality.

Comparing methods of Fayol and Taylor, we note that both characters, although they wanted to order for the organization, also took into account the welfare, harmony, teamwork and training of employees was of paramount importance.

The different types of administration have allowed employers to be more organized, focused on the tasks to be accomplished to achieve the general objectives and to maximize resources.

A system is an organized set of things or interacting and interdependent parts, which are related to form a unitary whole and complex. With the evolution of systems has been necessary to create new words and meanings, sometimes called TECHNIQUES ° Keywords ¨.

Organizations are social entities composed of two or more individuals in order meet goals and objectives, depending on the sector or industry. There are also many different models created by researchers, always with the aim of improving and simplifying methods.

GROUP CONTRIBUTION

We note that without the organization, planning and monitoring, there may be chaos in a company, unable to achieve the desired objectives. Nowadays with the globalization of many companies, the technology resulting from advances in the systems easier to manage any industry in one or more parts of the world.

CONCLUSION

Every day each and every one of us practice some form of organization, both personally and professionally.

The result of this research has expanded our knowledge about the different types of research, as are the scientific and classical, and have seen the similaritudes between them.

We are also aware that without proper business organization, it can not be successful, and that discipline is essential in any work area.

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UNIT 1 UNIT 2: Organizations as Systems

INTRODUCTION

Within the field work where we live from day to day, it is possible that through our professional and academic growth, managed to occupy high positions of importance and scope for organizations.

is safe to entrust to new leadership, we wish to perform them most effectively and efficiently as possible, it is necessary to manage and master tools and general knowledge on administration and management, to ensure the success of our management.

Importantly, these tools and skills are useful not only in leadership, but also are, in technical and support levels, allowing us to have a broader horizon of the organizations and thus make significant contributions to help meet the goals and objectives of the organization.

In our effort to pursue the subject, we present research that contains aspects of marked importance in achieving key learning of skills that allow a better development in our jobs. Within these tools and knowledge we can mention the organization as an entity, concept and requirements for this exist, the organization as a system (open and closed), organizational structure (organization), concept, purpose, leadership, organizational change and internal and external forces that influence change, administrative processes and phases that comprise the contingency theory of organization and new business strategy: the Six Sigma. We have also listed some of the most important processes and their definitions, to expand our knowledge of their duties.

organizations as systems

The individual as such can not live in isolation but in continuous interaction with their peers, so it is a being sociable. Individuals must cooperate with each other, for their personal restrictions, and should be organizations to enable them to achieve certain objectives that work individual do not reach.
Then a organization is defined as: a system of consciously coordinated activities consisting of two or more people. Cooperation between them is essential to the existence of organization, and it exists when:
§ There are people capable of communicating
§ What are willing to work together
§ For a common goal.
There are two types of systems :
1 - Open System:
set of elements dynamically related, interacting to develop an activity to achieve an objective or purpose, operating data, energy, matter, coupled with environment surrounding the system and to provide information , energy, matter.
has numerous entrances and exits. To interact with the external environment, its cause and effect relationships are indeterminate.
A system consists of four elements:
Tickets: Through them, the system achieves the resources and supplies needed for food and nutrition .
Processing: Transforms inputs into outputs or results
Outputs: Result of the operation of the system. Through it the system sends the resulting product to external environment.
Feedback: It is a return action, when the output is positive because it stimulates and expands more entries to increase system performance, is negative when the output to be less restricted and reduced entry for slowing the system.
2 - Closed System:
have few inputs and outputs in relation to the external environment, which are well known and reason are between cause and effect: to a given input (cause) is a particular output (effect).
Also called mechanical or deterministic.
There is a completely closed system or a completely open.
Any system depends to some extent on environment.

ORGANIZATIONAL STRUCTURE

For Terri
"A chart is a summary table indicating the important aspects of organizational structure, including the main functions , relationships, channels of supervision and the relative authority of each employee in charge of your respective function. "
Melinkoff
" notes that the purpose of an organization is based on the condition reflect as far as possible the organization with its real implications and relationships, in addition to its hierarchical layers. "

to serving an organization: Organizational reveal
:
The division of functions.
hierarchical levels.
lines of authority and responsibility.
formal communication channels.
The linear nature of the department or staff.
The heads of each group of employees, workers, etc.
relationships between various positions in the company and each department or section.
worth mentioning that the linear or staff are indicated by different colors, different thicknesses of communication line, but the most usual is by checking the authority linear solid line and the dotted line staff. Flowcharts can be
:
Vertical Organization: In the vertical charts, each subordinate position to another is represented by pictures in a lower level, linked to that of lines representing the communication of responsibility and authority. In each frame of the second level are drawn to indicate communication lines of authority and responsibility to the positions that depend on it and so on. Some authors tend to put the margin at the appropriate height, the kind of administrative level: senior management, administration middle, lower management. Sometimes these hierarchical levels separated by dotted lines.
Advantages:
are the most used and, therefore, easily understood.
objectively display the hierarchy of staff.
Disadvantages:
Occurs called triangulation effect, because, after two levels is very difficult to indicate the positions below, for what it would be very elongated charts. This usually resolves:
Making a master card containing up to the first level linear and staff of the company, and then made for each division, department or section, a supplemental letter. Placing
subordinates of a leader in large numbers, one above another, linked by the line of authority and accountability that runs around the sides.

Horizontal Organization: They represent the same elements of the above chart and in the same way, only the maximum level hierarchy starting at the left and making the other levels on the right.
Advantages:
follow the normal way we usually read.
very considerable decrease in the effect of triangulation.
better indicate the length of the levels through which the formal authority.
Disadvantages: Few
used in practice and sometimes even a single letter can make the entire organization, are the names of heads too crowded and, therefore, unclear.

Organizational Circulars : Formed by a central box, which is the highest authority in the company, around which concentric circles are drawn, each of which constitutes a level of organization. In each of these circles is placed at the immediate superiors, and link them with lines that represent the lines of authority and responsibility.
Advantages:
point out very well, thus forcing the importance of hierarchies. Eliminate
or decrease at least the idea of \u200b\u200bhigher status or lower.
allow greater number of jobs placed at the same level.
Disadvantages:
be confusing and difficult to read, that can not easily put levels where a single official and that force levels too.
Joint Organization: In this type of charts you can mix the above three types of charts (Vertical, Horizontal, Circular) into one, every business, every organization uses these charts because of its high volume and complexity of posts under their administration and they seek to optimize space found working, keep in mind that most of the documents with which works are of a size chart so it is essential to use such a tool to recognize the different positions used by the organization.


GROWTH AND ADAPTATION OF THE ORGANIZATIONAL STRUCTURE

Every organization must grow and adapt guidelines which should be guided by several principles which we have listed below.
1. The principle of the objective. Every organization and every part of it should be an objective expression of the company, or lack of meaning and is therefore redundant.
2. The principle of specialization. The activities of each of the members of a group organized be confined, as far as possible, the implementation of a single function.
3. The principle of coordination. The purpose of the organization itself, unlike the company's goal is to facilitate coordination, unity of effort.
4. The principle of authority. In any organized group, the supreme authority must rest somewhere. There should be a clear line of authority that emanates from the supreme authority to each individual within the group.
5. The principle of accountability. Responsibility of a superior for the acts of his subordinates is absolute.
6. The principle of definition. The content of each post, in regard to the duties involved and the responsibility and authority in the same lie and its relations with other positions must be clearly defined in writing and made known to all those concerns.
7. The principle of reciprocity. In any role, responsibility and authority must be equivalent.
8. The scope of control . No person shall supervise more than five, or more than six direct reports, whose work is related.
9. The principle of balance. It is essential that the various organizational units are kept in balance.
10. The principle of continuity. The reorganization is an ongoing process in any company should be made specific provisions in this regard.

FUSION

merger means the union of two or more independent companies into one, that is, the combination of two or more existing companies, either one or the other is absorbed by another or they are confused to form a new society subsisting and the latter inherited the title universal rights and obligations of companies involved.
can also say that it is "an operation used to unify investment and commercial criteria of two companies of one branch or compatible goals." Is a fusion ! To absorption a society other, with disappearance of the first, and made through the provision of goods of it to the second company. Similarly, it can be done by creating a new society, which, through contributions, absorb two or more existing companies. §

Dissolution Characteristics of the acquired company disappears. § Transmission
universality of goods of the acquired company to the acquiring company. §
shareholders of the company being acquired become shareholders of the absorbent.
§ The mergers are operations usually performed during periods of economic expansion or crisis. §
transfer all heritage assets and liabilities of the acquired companies to the absorbing company or companies to merge into the new society.
§ The dissolution without liquidation of the acquired companies to merge.
§ The immediate allocation to the shareholders or the companies being acquired or merging of companies actions of the acquiring company or the new society. Classification

According commercial code French, pede fusion of two types: pure fusion
§ Two or more companies join to form a new one. These are dissolved but not liquidated. §
Merger by absorption: a company absorbs one or more other companies also dissolved but not liquidated. According
competition and commercial interest
There are three types of mergers:
§ Horizontal Fusion: two companies compete in the same branch of trade . The companies occupy the same line of business , basically merged because: The economies of scale are its target natural and most concentration in the industry . §
Vertical Merger: a company is customer other in a branch of trade that is suppliers. The Buyer expands back toward the source of raw material, or forward, direction the consumer . §
Conglomerate: these companies do not compete, nor is there any relationship business between them. The architects of these mergers have noted the savings from shared services central and administration, accounting , financial control and direction general.

THE MODEL SCANNER O WHEEL OF FORTUNE

The following is the model that GE Capital Services has developed to integrate new acquisitions with the company matrix, which has been applied with success in several projects . The same has been exposed, debated, tested and tuned repeatedly.

Release

Prior to the acquisition
1 Establishment of the bases
2 fast 4 Integration Assimilation

3 Best Practices

Home
Use

Previous studies of successful negotiation and announcement

Close

integration

Planning Strategy Formulation Implementation

Monitoring and Evaluation
process adjustment and adjustment of long-term plan

The model Ashkenas, Demonic and Francis have called "Model Explorer" or "Wheel of Fortune", divides the process into four phases of action starting with work carried out before closing the deal and continues to complete assimilation. Within each of these phases there are several stages. Finally, each phase of action includes several best practices and concrete steps that help managers to advance the process.

1 - PRE-ACQUISITION § Start
cultural analysis.
§ Identify business and cultural barriers that may prevent the successful integration . §
Choose a manager integration.
§ Assess the strengths and weaknesses of the company and the leaders of the departments.
§ Develop a strategy for communication .

2 - ESTABLISHMENT OF THE BASES
§ Present duly integration manager. §
Orient new executives about corporate rate of the acquirer and values \u200b\u200bnon-negotiable. §
Jointly develop an integration plan. §
involve a visible way to top management. §
Provide adequate resources and assign responsibilities.

3 - RAPID INTEGRATION
§ Use planning, simulation and systems monitoring to accelerate the integration process. § Use
audit staff to audit the process. § Use
processes feedback and learning to continuously adapt the integration plan. § Start
exchange short-term policy.

4 - ASSIMILATION
§ Continue to develop practical tools, processes and common languages. § Continue
long-term exchanges of executives. § Use
staff audit to audit integration.
clear and consistent appearance of the model contradicts the fact that the integration of new business is both an art as a science . While the browser model recommends a series of chained actions, any acquisition contains novel or unique aspects. And as with any major transformation, the direction will have to improvise. However, this model can avoid improvisation is the only protagonist.

LEADERSHIP

The leadership is a crucial issue today where the borders were opened to global trade; where organizations and businesses permanently are in a constant struggle to become increasingly competitive, which has meant that the people who are up efficient and able to be a really for the welfare of organization or company . Speaking of organizations and individuals is essential to mention the drivers, today's leaders, those who achieve success their organizations and to guide their subordinates to achieve. The leader as any person has many flaws and virtues that must know, this means first looking within oneself, to know and then understand others and reflect on what you want to accomplish, which seeks to achieve with others to achieve success . This analysis leads us to understand and then meet each other and thus improve our performance as leaders, we are for the benefit personal and / or our organization .
Leadership can be defined as the attempt to interpersonal influence, directed through the process of communication , the achievement of one or more goals

IMPORTANCE OF LEADERSHIP

§ It is important because the ability of a leader to guide and direct. § A
organization may have a proper planning, control and procedure of organization and not to survive the lack of a proper leader. §
is vital for the survival of any business or organization.
§ On the contrary, many organizations with a poor planning and bad techniques of organization and control have survived due to the presence of dynamic leadership.

LEADERSHIP STYLES
many terms have been used to define the styles of leadership, but perhaps the most important has been the description of the three basic styles: autocratic leader, participatory leader and the leader of free rein.

THE autocratic leader: An autocratic leader assumes all responsibility the decision , initiates actions, directs, motivates and controls the ratings. The decision and greed are centered on the leader. You may consider that only he is competent and capable of making important decisions, you may feel that their subordinates are unable to guide themselves or may have other reasons to take a strong position force and control.

PARTICIPATIVE LEADER: When a leader adopts the participatory style, use consultation, to practice leadership. Not delegate their right to make final decisions and points out specific guidance to his subordinates but check their ideas and views on many decisions that affect them. If you want to be an effective participatory leader, listen and analyze seriously the ideas of their subordinates and accept their contributions whenever possible and practical. The participative leader cultivates decisions of his subordinates so that their ideas are increasingly useful and mature. Also induces subordinates to increase their capacity for self control and urges them to take more responsibility to guide their own efforts. Is a leader who supports its Junior and assumes a position of dictator. However, the final authority on matters of importance is in their hands.

LEADER ADOPTING THE SYSTEM Unleash O LIBERAL LEADER: Through this leadership style, the leader of his subordinates delegated the authority to make decisions can tell his followers " here is a job to do. No matter how you do me as long as it is done right. " This leader expects subordinates to take responsibility for their own reasons , guidance and control. Except for the provision of a number minimum of rules, this style of leadership, provides very little contact and support for the fans. Obviously, the subordinate must be highly qualified and able to make this approach a satisfactory outcome.

ORGANIZATIONAL CHANGE

Organizational Change is defined as the ability to adapt to different organizations transformations suffered by the environment internal or external, by learning.
The changes are caused by the interaction of forces, these are classified as: Internal
: those that come from within the organization, arising from analysis of organizational behavior and are presented as alternative solutions, representing conditions balance, creating the need for structural rearrangement, is an example of these technological adaptations, changing methodological strategies, policy changes, etc. External
: those from outside the organization, creating the need for internal order changes are examples of this force : The government decrees, the standards of quality , limitations on environment both physically and economically.


EXTERNAL AND INTERNAL FORCES FOR CHANGE

ASPECTS OF EXCHANGE

To deal with any change process is necessary to use highly integrated technical and human aspects, because without the ability to address the human aspects, the process of acceptance and adoption of change is much more difficult.

contingency theory
contingency
The word means something uncertain or contingent, which may well happen or not. It refers to a proposition whose truth or falsity can only be known by experience or by the evidence and not by reason. Because of this contingency approach marks a new stage in the General Theory of Management.

contingency theory was born from a series of research done to see which models are most effective organizational structures in certain types of industries. The researchers, each in isolation, sought to confirm whether the organizations effective for certain types of industries were the assumptions of classical theory, as the division of labor, span of control, hierarchy of authority, etc. The surprising results led to a new concept of organization: the structure of an organization and its operations are dependent on the interface with the external environment. In other words, there is no single best way to organize.

contingency theory emphasizes that there is nothing whatsoever in the organization or management theory. Everything is relative, it depends. The contingency approach explains that there is a functional relationship between environmental conditions and techniques administrative measures to effectively reach the goals of the organization.

PROCESS DEFINITION

There are many variations to define a process, but the essence of what the organization is built from elements such as activity, system, result input transformer, input and customer or supplier.
other words, a Process is the set of systemic activities that are organized in an organization to meet specific customer demands either a good or service, who ultimately sets the parameters and ensures desired quality that the changes achieve the global targets set by the organization.

BRIEF HISTORY OF THE PROCESS
processes born as a result of the need for a specific business task. During the decade of the 90 organizations devoted more effort to improving processes as a major factor to be competitive in the XXI Century. Thus, in the United States in the first four decades of the twentieth century develop process definition as a set of activities that take some input, add value and deliver a throughput, under the approach of quality management principles. WHY


PROCESSES Processes are the element that leads groups to devote major efforts towards maximizing output (outputs) of the company, through coordination and planning within it. As companies become increasingly necessary to develop a capacity to work more flexible, team-oriented, based on coordination and communication. That is, instead of maximizing the efficiency of individuals or features taken in isolation, companies must optimize interdependent activities, and through, the entire organization. These processes are the new approach to coordination in the company
Eight "M" - FACTORS IN PROCESS
· Management - Management is the type of management that guides the process, the manager's style has an effect on process management and results.
· Materials - Materials: another factor in the transformation is the type of materials used.
· Methods - methods: the working methods used in the process, that is, the practices for performing the process, the how. The methods are related to established procedures, instructions, policies, know-how applied in the process.
· Manpower - human resources: the characteristics people who operate the process.
· Machines - machines: machines or equipment used and the environment that surrounds it. It is possible that the process is done manually, but surely, the era of telecommunications and computer manual processes will become increasingly rare
· Environmental media - the environment: when speaking of environmental processes, The concept is not limited to external environmental conservation, and priority also includes the organizational climate that exists in the process, the occupational health conditions in which people perform the work within the process, overall ergonomics and occupational hazards are part of that environmental factor called
· Money - Money: The economic factor is another factor in the conversion, money, resources that are considered in the process and, last but not least,
· Measurements - measures: the system used to measure the results of the process, customer satisfaction, efficiency of activities, inputs and suppliers.

COMPONENTS OF A well-designed and properly managed

Harrington (1992) proposes the following characteristics that define a well-managed process:
* A process manager
* Accurate identification nominal or encoded
* Set beginning-end
* Interaction and domestic responsibilities defined
* Documented procedures, job duties and training requirements
* Procedures for evaluation and feedback
* Assessment measures and targets directly related to customer satisfaction. * Time cycles
known
* Projected change procedures
* Set
management capacity * Knowledge of the level of capacity utilization
* Adequate demand relationship-care

CLASSIFICATION PROCESS:

Harrington (1992) classifies the processes according to their hierarchy, raises highly complex process involving thousands of people and processes so simple that require only seconds of time, with this difference establishes the need to organize and macro processes threads, each thread consists macroprocess that have a logical sequence and relationship to each other and with other threads, these in turn are classified into the latter in activities and tasks. ADMINISTRATIVE PROCESSES



Supporters of school the administrative process considered administration as a composite activity of certain sub-activities that constitute the process SAD. This administrative process consists of 4 fundamental functions, planning , organization, execution and control . Constitute the process of administration .

ADMINISTRATIVE PROCESS STEPS
We can distinguish two main stages or phases. In its first stage, based on the initiative of one or a few, all headed to the structuring of the social body, when properly structured there is a second stage, which is in operation or normal operation thereof, to achieve the purposes proposed. For purposes of better understanding, set out below some criteria by various authors about the stages of the administrative process. §
Henry Fayol. Stages: anticipation, organization, command, coordination and control. §
Koontz & O'Donnell. Stages: planning, organization, integration, management and control. §
G. Terry. Stages: planning, organization, direction and control. §
Reyes Ponce. Stages: forecasting, planning, organization, integration, management and control. §
K. Burt Scanlan. Stages: planning, organization, direction and control. §
Lyndall F. Urwich. (N. 1891). Stages: research, forecasting, planning, organization, coordination, command and control.
According to previous proposals for the administrative process, we can conclude that there are four basic steps for study and formation of its two main phases mechanical phase, consisting of planning and the organization and the other dynamic phase whose implementation within the organization allows us to see what tasks are done.

BUSINESS PROCESSES:

According Mariño (2001) primary sources to identify the processes taking place in an organization are the statements of its mission and vision. Missionary processes down the basic processes in the organization should work, since by definition of the mission, it indicates who are the customers who have decided to serve, what products or services offered, to what geographic markets served with that technology, what is your philosophy values, fundamental aspirations, self-concept and corporate image. For its part visionary processes related to the vision set out in what critical success factors, key skills and improvement needs to work organization in the medium and long term. Business processes give rise to management processes from the contemporary point of view implies integration, where the transactions or processes that the company makes are part of a coordinated system functions regardless of who makes them. Thus the responsibility for transactions vary depending on the structure of the organization if it is either pyramidal or is matrix because the pyramid head of the unit that manages particular process responsible for it, in matrix organizations project leaders create spaces for consensus where it occurs a shared responsibility. That is why business processes are directly linked to the architecture of the organization, considering that the coordination between the individual transactions that are made incorporating the intervention of the customer satisfaction both internally and externally, which represents a much larger than the proper performance of each individual function or activity in each of the processes that integrate the business process in its entirety. According

theoretical view of Marino (2001), business processes:

... involve the entire organization or a substantial part of it to add value to external customers. Functional processes are inputs that transform inputs into outputs, normally required for an internal client in the organization and are executed within the same functional area. (P. 39)

Savvy business processes from the perspective of the authors in question, it is significant that the processes are understood from a horizontal or transverse view, hence the need for binding relationships between them. Moreover, functional processes, on the contrary are essentially vertical basic as develop within the same department and added value to the internal customer's eyes.



governing processes governing the process can be defined as the implementation of national policies, ie, is the executor of national strategies for the sector both public and private sectors, taking into account that he derive key elements such as modulation, conduction and intra-firm linkages. Speaking
linkage and intra-firm conduct, it is then that all the subsystems of the company must focus its action to give answer to that quality of service defining their internal processes (intra) for each of these processes have a common goal, such as vision, mission, goals and values.

operation control

are aimed at primary activities whose output is applied directly to the product by identification of a relevant work unit, to relate the activity to the product. Operational processes are those by which the company makes a product or a service conceived, which are received directly by the customer outside the organization, give a direct response to client therefore its effectiveness depends on customer satisfaction.

So are those organizational processes that support and facilitate the achievement of company objectives, such as:
(According to Serna 2001)
logistics and marketing processes: the first phase of the process involves making strategic marketing decisions . Once segmented the market, we study the positioning of the various competitors, we evaluate the attractiveness of market segments, and determining the target audience for which it will offer a comparative advantage that add significant value to the product or service. Production Process: The production process is the set of activities conducted to provide a product or a service. In this, we combine machinery, inputs (materials, raw material) and company personnel needed to complete the process. It is necessary for the production process is clearly established, a way that allows employees to obtain the desired product with an efficient use of resources.
sales processes, marketing and distribution: Some important elements in the design of the marketing strategy is the sales process, marketing and selection of appropriate distribution channels. From here, the management of the supply chain involved in the design of the physical flows of materials and final goods from points of origin to point of sale of the most efficient way possible. Pprocesos
search and procurement (supply-procurement) is to acquire the necessary raw materials for production, in the right quality and favorable price and ensure delivery by the supplier in accordance with established receipt dates .
Transformation of inputs and / or services, ranging from the acquisition of raw materials required, their transformation to obtain finished products. Care
users / customers: Includes communication processes on which the company must maintain strict control over the attention given to both external and internal customers. FINANCIAL PROCESSES



financial processes represent the set of activities focused on the management and control of income, expenses, costs, and forecasts that can not only meet the investment opportunities in the short term, but those in the future scenario taking into account that financial processes are a core element in the organization on which converge the rest of the administrative processes. Financial processes allow all organizational planning is carried out within the parameters of growth and development, maintaining a debt stable liquidity and solvency gradually allowed to invest in other portfolios. Financial processes are integral to business processes, controlling, operational and administrative management, because each of them can not be done if there is no implicit basic financial resources in financial processes. In financial processes, an analysis of corporate financial statements for decision making under the largest margin of financial certainty. The financial process includes important elements for growth, development and survival of the organization, these are revenues, expenses, costs, expenses and forecasts.

REENGINEERING PROCESS

A tool for improving business processes in a Business Process Reengineering is the meaning, start again. It does not mean trying to survive with what already exists or make incremental changes that leave basic structures intact. This is not patch anything, to make compromises in the existing system to work better. It means abandoning long-established procedures and look again at the aback work required to create the product or service from a company and give something of value to the customer.
redesign a company means siding and old systems and start to invent a better way to do the job. A definition more formal process reengineering is the fundamental rethinking and radical redesign of processes to achieve dramatic improvements in critical, contemporary measures of performance such as cost, quality, service and speed. The general objectives of process re-engineering are:
§ Enhancing economic benefits.
§ Increased customer satisfaction. § Mayor
personal satisfaction: Due to a better definition of processes.
§ Increased knowledge and process control.
§ Get a better flow of information and materials.
§ Decreased processing time of the product or service.

PROJECT MANAGEMENT

What is a project?

A project is a planned, temporary and unique, made to create unique products or services that add value or may cause a beneficial change. This is in contrast with the more traditional work, based on processes, which operates on an ongoing basis, creating the same products or services over and over again.
What is Project Management? (Project Management)

Project Management is the discipline of organizing and managing resources so that a given project is fully completed within the constraints of scope, time and cost raised to its inicio.Dada the unique nature of a project, in contrast to the processes or operations of an organization, managing a project requires a different philosophy, as well as specific skills and abilities. Hence the need for discipline of Project Management. Project management involves running a series of activities that consume resources such as time, money, people, materials, energy, communication (among others) to achieve pre-defined objectives.
Project management provides a framework to meet the objectives of the organization using a structured and controlled. Essentially, it comprises a series of techniques, tools and methodologies allowing the manager and his team carry out a project that:
§ Meet customer needs
§ is kept within budgetary limits. § Be
completed on time. §
Bring benefits to the company.
The role of project manager is of great responsibility, being responsible for directing and supervising the project from start to finish.
Some of its main duties will include: defining the project, plan, get management support, join the human capital, obtain resources, define the operations, monitoring the project

feature of a Project:
§ Have a beginning and an end.
§ Have a clear timetable implementation. § Consider
one time. §
Need the concurrence of several persons on the basis of specific unasnecesidades.
§ Having a limited set of resources.
Rules for the direction of a project:
§ Establish a Grand Design.
§ Determine Project Objectives.
§ Establishing checkpoints, activities, relationships and time estimates. §
graphically Draw the outline of the project. § Direct
people individually and as a project team.
§ Strengthen the sense of moral responsibility and the project group. § Keep informed
all made items. § Revitalize
the band members by building consensus.
§ Mobilize the power for themselves and other items of equipment.
§ Encourage risk taking and creativity.

SIX SIGMA - THE NEW PARADIGM OF INTERNATIONAL

Popularized by Motorola, such as philosophy, management method and tool to improve performance, increase profitability and increase customer satisfaction, many organizations around the world are turning to Six Sigma. Six Sigma was born
rigorous information-oriented approach to solve problems and improve processes, focusing on what is most important to customers, resulting in better performance and greater profitability. In the decade of 1980 to respond to the growing number of complaints from its sales force due to warranty claims for defective products and the increasing pressure on them by the competition.
The main objective of Six Sigma is to achieve a perfect performance, zero defects, where what is meant by defect is anything that causes customer dissatisfaction. Consequently, many traditional ways of measuring success simply do not apply. Customers do not judge the performance of a company based on an average, but in each individual transaction.

The methodology consists of 5 phases: Define, Measure, Analyze, Improve, Control, and its common abbreviation is DMAIC.
1 .- Define: Identify, evaluate and select projects, develop the mission, select and launch the team.
2 .- Measure: This involves the characterization of the process or processes affected by examining their performance / current ability to meet key customer requirements of this process. At this stage, documenting the possible failure modes and effects are produced while the first theories on the causes of malfunction.
3 .- Analyze: We performed the data collection plan and then proceeds to analyze them with the aim of establishing and determining the vital few causes of the failure of the process. 4 .-
Improvement: Is this the phase where you determine and implement solutions for the process to achieve the expected results.
5 .- Check: It consists of designing and documenting the necessary mechanisms to ensure that gains are sustained after the Six Sigma project team has implemented the changes.

CONCLUSIONS

The creation of a structure, which determine the necessary and grouping hierarchies activities are performed in order to simplify them and their functions within the social group. Essentially, the organization was born of human need to cooperate. Men have been forced to cooperate to achieve their personal ends, because of their physical, biological, psychological and social. In most cases, this cooperation can be more productive or less expensive if you have an organizational structure.

is said that any organization with good staff work. It has been said, even that is appropriate to maintain some degree of uncertainty in the organization, because this way people are forced to work together to perform their tasks. However, it is obviously still capable people who wish to cooperate, work much more effectively if everyone knows the role to be played and how their functions relate to each other. This is a general principle, valid in business administration as in any institution. Thus, an organizational structure must be designed so that it is perfectly clear to everyone who must perform a certain task and who is responsible for certain results, in this way eliminates the difficulties caused by the uncertainty in the allocation of responsibilities and achieves system of communication and decision making that reflects and promotes the objectives of the company. Most mergers and acquisitions are isolated events that companies promote with great effort. Very few companies that process repeated enough times, and to develop a model. Usually mergers are not generally considered as a process, something that can be played, but as something to be done as quickly as possible for everyone to return to their daily work. The tendency to consider mergers as a unique event in the life of a business, is often reinforced by often painful experiences that cause anxiety and uncertainty. Generally may involve loss of jobs, restructuring of responsibilities, career truncation, loss share of power and other stressful situations.

Within the merger model mentioned the "Model Explorer" or "Wheel of Fortune", divides the process into four phases of action beginning with the work done before closing the deal and continues to complete the assimilation. Within each of these phases there are several stages. Finally, each phase of action includes several best practices and concrete steps that help managers to advance the process. Also defined leadership as the influence of a person on a group of people through communication to achieve the goal of the organization. A good leader must know any situation because the organization always will be threatened by conflicts that can be both internal and external is why the importance of contingency theory. Traditional project management has always given great importance to the process of timing, cost and procurement of resources and services, basically this is how the project management itself and over time has been expanding into other areas knowledge. The Six Sigma

more than a formal program or discipline, a philosophy of work that can be shared beneficially by customers, employees, shareholders and suppliers. It is essentially a customer-centric methodology that eliminates waste, increases the levels of quality and dramatically improves the organizations' financial ratios.

A Process is the set of systemic activities that are organized in an organization to meet specific customer demands either a good or service, who ultimately sets the desired quality parameters and ensures that the changes meet the targets provided by the organization overall. There are several types of processes such as Business Process, Finance, Rectors, Operational Management and Process Reengineering, which were explained in detail, and we have taught its importance in the administration daily business.