INTRODUCTION TO THE THEORY OF ADMINISTRATION
The Administration is not a mechanical activity that depends on certain physical habits that must be overcome or corrected to ensure correct behavior . Although it can be taught what a manager should do, this fact does not actually enable him to apply in all organizations. The success of a manager in professional life is not correlated at all with what he was taught not to his academic brilliance or his personal interest in putting into practice what they learned. These issues are important but are conditioned by personality characteristics and the particular mode of action. Knowledge management technology is important, basic, indispensable, but depends mainly on the personality and way of acting manager, or their skills. DEFINITIONS
ADMINISTRATION:
Idalberto Chiavenato: The task of government is to interpret the goals set by the organization and transform it into organizational action through planning, organizing, directing and controlling all activities in the areas and company levels, in order to achieve these objectives in the most appropriate to situation. Therefore management is the process of planning, organizing, directing and controlling the use of resources to achieve the objectives.
James AF Stoner: The process of plantificación, organizing, directing and controlling the work of members of the organization and to use available resources to achieve organizational goals.
Koontz, Harold and Weihrich. Heinz: The Administration is the process of designing and maintaining an environment in which, working in groups, individuals effectively meet specific objectives.
This basic definition must be extended:
1. When acting as directors, individuals must exercise administrative functions of Planning, Organization, Personal Integration, Management and Control.
2. Management applies to all types of organizations,
3. Administrators applies to all organizational levels.
4. The intention of all the directors is the same: to generate a surplus.
5. The Administration seeks to productivity, which means efficiency and effectiveness.
S. COMPANY Khokhar, McGraw-Hill: The company is a social system which integrates a set of people and resources with which to achieve certain objectives. The effective achievement of these goals requires an organization to do possible consistent coordination of all resources and personnel that are part of it.
An enterprise is an economic unit, from the combination of different factors of production, produces and makes available to the public goods and services that this demand. Provide much of the goods and services that make our life as we know it.
is the market where most people obtain their income.
In our economy, the role of States is very important. Society needs some goods and services such as health or the road network, which can not always meet the business. COMPANY CHARACTERISTICS
the company as an entity is characterized by:
a) Your Sense lucrative, producing only the desire to earn money and obtain a profit, benefit or profit.
b) The Commercial Nature, which is to produce goods for the market, that is to be sold.
c) Your Risk, because it assumes the success or failure of management, thus risking the investment. Sense
profit
Nature Mercantile Company Features
Your Risk
COMPANY OBJECTIVES The objectives of privately owned companies are fundamentally economic in nature: from the sale of its production, we are seeking to resources economic resources to give back to the owners of factors of production used.
The company's goal is her own benefit, which promotes, indirectly, the social benefit.
As a result of its activity, the firm can produce waste that pollutes the environment.
conditions and working hours of workers can be very hard.
employer's interest to reduce costs may lead to producing low quality goods to compromise, even consumer health.
If there is no competition, consumers can choose among different companies.
FUNCTIONS OF THE COMPANY
When discussed in this section of functions, we refer to the activities or tasks that powers the company, ie those tasks which we collaborate in the transformation of inputs into outputs.
For business organization can achieve their goals, none of the functions outlined below can work alone. The classification functions make the company only made with the intention of improving understanding of the topic. It should always remember that all these functions work in unison.
address function steering function is one of the tasks key. Speaking of leadership role, we are referring to the process by which one or more people try to achieve the objectives that the organization has set. Customers are responsible for leadership roles in the company may have all the resources, both human and technical and financial, that it has, to co-ordinate. The tasks of management are planning, organization, coordination and control. Productive function
This feature is also known as technical function. Includes full range of activities through which the company creates products or provides services that are the subject of activity. Companies must address the research, development and innovation (R + D + i), produce or provide the service inherent to their own activities and the conduct of quality control necessary to ensure that their products or services reach the market in optimal conditions. Financial function
The finance function is responsible for securing the financial resources necessary to enable the business to develop. Financial activities in a company are much larger than the image you can project the previous definition. This function comprises three core activities: the planning of resources, advice on the viability of possible operations that are intended, and making decisions regarding the use of resources.
human resources management
Human activity is an element that can not be ignored in the business world. We have seen how the work of human beings has always been considered as a basic production factor. The interest of companies to their workers has evolved throughout history. Today, many business organizations consider their employees as the basis of their success, so many of them have created the Human Resources departments.
These departments assume the management of personnel involved de un conjunto de actividades, entre las que destacamos las siguientes:
- La selección.
- Contratación.
- La formación del personal.
- Ascensos.
- El trabajo de motivación.
Función comercial
La función comercial engloba un amplio grupo de actividades, que podemos dividir en dos:
- Las actividades de venta del producto o servicio que se realiza.
- Las actividades de compra de los materiales necesarios para la producción del bien o servicio en cuestión.
Función administrativa
La función de administración se encarga de controlar toda la documentación de la empresa. Es una función importante que también encompasses a wide range of activities that are developed within the field of document management and bureaucracy.
BASIC INFORMATION CONCERNING THE COMPANY
Elements Materials Durable Goods: Are the company is not intended for sale. Durable goods are the building or industrial building, furniture and computer equipment, among others.
Nondurable goods: They are consumed during the production process and which are for sale: raw materials, products under development. Intangible Elements
The Organization: The proper coordination of the activities of the company is a key factor to its success.
Public Image: It is increasingly important to the image the company has among consumers of the products it produces.
The Human Element The influence of the people is exercised by the character and ability of each, for their powers and interpersonal and group relations can be established.
character and skill. The ability and discretion of the management team are critical in the operation of the company and its attitude towards subordinates.
Powers. The company's organizational structure identifies the relationships between employees within it.
interpersonal relations. Besides the organizational aspects the relationship between workers is set at a personal level.
collective relations. This is the case of collective bargaining between management and employee representatives. TYPES OF COMPANIES
There are many differences between businesses and others. However, depending on which aspect we look, we can classify them in various ways. These companies also have functions, officials and dissimilar aspects, here are the types of companies in their fields. According
activity or money companies can be classified according to activity to develop, in:
• Industrial. The primary activity of this type business is the production of goods through the transformation of matter or raw material extraction. Industries, in turn, are classified as:
or extract. When engaged in the exploitation of natural resources, whether renewable or nonrenewable. Examples of these businesses are fishing, logging, mining, oil, etc.
or Manufacturing: They are companies that transform raw materials into finished products, and may include:
final consumption. Produce goods that directly satisfy consumer needs. For example: clothing, food, electrical appliances, etc.
production. They satisfy the final consumer. Example: light machinery, chemicals, etc.
• Commercial. They are intermediaries between producer and consumer, its primary function is the purchase / sale of finished products. Can be classified into
or older: They sell a large scale or broad strokes.
or retailers (retailers) sell at retail.
or Brokers: They sell what is not yours, are on consignment.
• Service. Are those that serve the community which in turn are classified into:
or Transport or Tourism
or financial institutions or public services (energy, water, communications)
or private services (consulting, sales, advertising, accounting, administrative)
or Finance or Education or Health
or Aesthetic
According to the legal response to the company ownership and legal responsibility of their owners. We can distinguish:
• Individual companies: if you only belong to one person. It can respond to others with all their property, ie, with unlimited liability, or only to the amount of the contribution to its establishment, in the case of sole proprietorships or limited liability EIRL. It's the easiest way to establish a business and are often small or family status.
or corporate companies or partnerships, formed by several people. Within this classification are: the corporation, general partnership, limited partnership and limited liability company
or cooperatives or other social economy organizations. According to its size
There is no consensus among economists at the time of establishing what is a large or small, since there is no single criterion for measuring the size of the company. The main indicators are: sales volume, equity, number of employees and profits. The most commonly used is usually based on the number of workers. This standard defines the size of companies as shown below:
• Micro enterprise: if you have 10 or fewer workers.
• Small Business: If you have a number between 11 and 50.
• Medium company: if a number between 51 and 250 employees.
• Large business: if you have more than 250 employees. According
its scope depending on the geographic area in which companies conduct their business, we can distinguish
1. Local businesses
2. Regional
3. National
4. Multinational
5. Transnational
6.
World According to ownership of capital
1. Private company: if the capital is held by private shareholders (family business if is the family, self-managed firm if workers, etc.).
2. Public company: if capital and the control is in state hands
3. Joint venture: if the property is shared
As the market share held by the undertakings
1. Applicant Company: one whose strategy is intended to expand its market share against the leader and other competitors, and depending on the objectives that arise, act in one way or another in their strategic planning.
2. Specialist company: one that responds to very specific needs within a market segment, easily defensible against competitors and which can act almost in a monopoly. This segment should be sized large enough to be profitable, but not enough to attract business leaders.
3. Leader: one that sets the standard in terms of price, innovation, advertising, etc., Normally being emulated by the rest of the performers on the market.
4. Company follower: one that does not have a share large enough to disturb the leader.
THE EXTERNAL ENVIRONMENT OF THE COMPANY
the external environment is the top-level system that set the company, and consists of those factors, forces and variables that influence directly and indirectly in the management processes. Environmental Analysis external is essential to know the origin of the opportunities and threats with which the company is located.
The business environment are all elements outside the organization that are relevant to its operation.
The effective manager faces the external environment. Every time they plan administrators should take into account the needs and desires of members of society outside of the company and the needs of material and human resources, technology and other requirements from the surrounding environment.
The environment contains many resources they depend on companies which causes inevitably affected by what happens in that environment. All managers
regardless of the type of company must consider in varying degrees the elements and forces of external element. But maybe you do not avoid the impact of these external forces on the company, their only alternative is to respond to them. Must identify, assess and react to forces beyond the company that may affect their operations.
is necessary to evaluate the current and future external environment in terms of threats and opportunities. The evaluation focuses on economic, social, political, legal, demographic and geographic. In turn, that environment should be examined for items that are useful to business such as advances in technology, products and services in the market and look for other factors necessary to determine the competitive position of the company. GENERIC ENVIRONMENT
could be defined as the set of economic, political-legal, social and technological developments that define the game and the legal framework in which companies are going to develop.
The above definition tells us which are the components or factors that shape this environment:
a) Economic factors.
Among them we can cite a country's macroeconomic variables, such as: interest rates, exchange rates, inflation, etc..
The fact that the economy is in a cycle of expansion or recession considerable impact on the expectations of firms and their investment projects. Other variables of interest are in general: communication and transportation networks available to a country, etc..
b) political-legal factors.
states are actively involved through monetary and fiscal policies, regulate the various markets, including labor (wages), strike law, regulation of firing and hiring, etc..
c) socio-cultural factors. Includes
dominant cultural patterns, ie, educational level, income distribution, new styles and habits.
d) technological factors.
Technology is a key factor in the competitiveness of the company. The technologies can be classified into
• Basic, characterized because any company can use
• Keys are not available to all companies and enable to obtain a clearly differentiated products or lower cost than the competition. • Emerging
are those which are at an early stage of development and show a high potential to be the key technologies of the future. ENVIRONMENT SPECIFIC
is one that affects the company considered a more direct way, setting the competitive environment. The specific environment comprises all environmental elements important to the achievement of the objectives of the company, ie those who can affect or be affected by the achievement of its objectives.
Kast and Rosenzweig (1987), defined as one which includes more specific forces that are relevant to the processes of transformation and individual business decision, being different for each case.
factors that shape this environment:
a) Customers, end users and distributors.
b) Providers of resources and factors of production (materials, equipment, services).
c) Competitors, direct and indirect (to customers and with suppliers).
d) socio-political aspects directly related to the organization and its activities, rules on the activities and products (intervention in the sector), attitude toward the company or business and its products, relationship with unions, labor market, etc.
e) Technology for the production and product development (demand technology and new products). PORTER
GRADE ANALYSIS OF COMPETITIVE RIVALRY BETWEEN THE CURRENT
There is a strong rivalry between the companies and that having few engaged in this activity, the decisions you make one affect the others. Thus, they devoted part of his time to differentiate the other by an extensive publicity, lower prices, the differentiation of some of their products.
THREAT OF ENTRY OF NEW COMPETITORS
There is a very strong threat of entry since there appears to be a very attractive sector also represents a large outlay of money at the time of forming the company. In addition, these new companies will have to spend large capital differentiate themselves to gain market share, either through advertising, reducing costs ... These companies, in turn, provoke a reaction so existing These campaigns made to maintain or increase their market share and harm to the new.
THREAT SUBSTITUTE GOODS
If companies in this sector offer a higher price than the plaintiffs to buy, they will choose to settle in "partnership", without going through the Church, causing a decline in sales.
BARGAINING POWER OF SUPPLIERS Suppliers
affect the performance of our company and we depend a lot from them, to be carried out all of the service we offer must combine perfectly with them.
Although not a decisive influence because there are many people capable of providing, decreases the influence is, if the demands are disproportionate provider, you can switch providers.
No provider has a differential power over others and none offers a differentiated product.
BARGAINING POWER OF CUSTOMERS
As a new company in the sector, we must perform a cost leadership strategy, offering quality products and good service for the customer.
In this way we can compete with other companies to consolidate. In this way customers can exert a significant action.
BIBLIOGRAPHY
INTERNET:
http://admindeempresas.blogspot.com/2007/11/entorno-generico-de-la-empresa.html
http://www.elprisma .com / notes / curso.asp? id = 11706
http://www.rincondelvago.com
Idalberto Chiavenato:
James A. F. Stoner:
Koontz, Harold y Weihrich. Heinz:
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