Administrative Process

INDEX

INTRODUCTION

CHAPTER I

1.- Administrative Process.

2.- Functions of the Administrative Process

3.- Definition of educational software.

CONCLUSIONS

BIBLIOGRAPHY

INTRODUCTION

Talking about the ADMINISTRATIVE PROCESS is a very interesting topic, since

that the supporters of theschoolof theadministrative process they considerthe
administrationas an activity composed of certain sub-activities that
they constitute the unique administrative process; also considering that it is
the set of steps or stages necessary to carry out an activity or
achieve a goal.

This process administrative formed for

4functionsfundamentals:planning, organization, address andcontrol;
constitute the process of theadministration. Considering that each of the
functions play a predominant role; aiming to achieve the process
to administer through these steps specifically:

PLANNING, to determine theobjectivesin thecoursesaction

that are going to continue.

THE ORGANIZATION, to distributethe workamong the members

of the group and to establish and recognize the necessary relationships.

The direction of the manager to direct the prescribed tasks with

will and enthusiasm.

The control of activities to ensure they conform to the plans.

It should also be taken into account that to achieve the Administrative Process one must
it should be done through people, when they are located in the different
levels of the organization are generated through the fulfillment of its functions and
the emergence of the organizational objective the administrative process.
So everyone who is linked in some way to achieve that
common intention for all, they apply the action of managing, that is to say they are
administrators; and they are those who make use and application of processes
administrative processes in organizational units, but not all apply these steps
with the same intensity, this depends on the location they have within the
organization structure.

Therefore, it is very important to take into account the set of phases or stages
successive through which the administration is carried out, which
they interrelate and form the integral process.

CHAPTER I

1.- ADMINISTRATIVE PROCESS

The administrative process consists of the activities that the administrator must carry out.
cable to take advantage of human, technical, material resources, etc., with the
What does the company say?

A process is the set of steps or stages necessary to carry out a

activity or achieving a goal.

Administrative process is the set of successive phases or stages through

the ones in which the administration is carried out, which are interrelated and form
a comprehensive process.

Mark the stages that must be followed to achieve the action of managing,
manage, to handle, to apply efforts in the organization.

Henry Fayol: Proposes the ability to achieve the management process through steps.
what specifically are Planning, Organizing, Directing, and Controlling.

This conception is framed as a system. By the box methodology.

the system had a sort of inputs, processes, and outputs.

Revenue is information, as one must have it in order to manage.

information and in order to generate each of those stages the first thing we
define is the 'what'; the what of the organization, what it is going to do, this definition
mark the organizational goals.

Once the what is defined, the when, the how much, and the with what are defined and
it is still in a planning process. That is, 'when is it going to be operated on'
resources are analyzed to achieve the organizational objective. "How much is
needs for the organization (human resources, materials, goods) so that
this works. And also the 'with what' that can be given through a source
of income as the money that allows quantifying those resources and allows a
definition of goals to turn them into objectives.

When talking about structure, what would be the revenues?; enter the
information and this will serve or allow us to say 'who' the people will be
with which will be available in the organization, "where" each one will be located
of those who and how each of those people will operate to achieve the
organizational objective. (all of this defines the process of organizing). The result
The organizational structure is part of the organizing process.

Then we have a decision-making process, this also has to

see with the planning and organization process. (it is within the subsystem
decisive).

You can find the political subsystem, the decision-making subsystem, and the
planning.

The politician: defines the objectives and quantifies them; when doing this last part, he defines
the goals.

The decision-making: defines who and how decisions will be made or what alternatives
they will be taken to achieve that mix of resources and people.

The planning one: it goes from the most global to the most detailed (activities).
to define each of the activities that need to be followed or developed in the
organization. And this is done to achieve that organizational intention of everyone.

Then we have the structure subsystem; which is the process of organizing,

define 'who' and 'how' the activities that were defined will be developed
the process of planning.

Then we have the 'direction'; to direct, coordination is needed and coordination is the
synchronization, harmonization of efforts, when we talk about the process of
direction, it is directed through the "command" and one has command when one has it
authority, and one has authority when one has the ability to give orders and the
power to enforce these orders.. But this directing also has to
see with the capacity for training, not all members of the organization
they have the same capabilities and as such the most fit or capable to lead the
company, therefore the management has a lot to do with capability.

There are different types of capabilities: based on experience, on authority, on

the power, in knowledge, in the acquired data or in personal gifts.
It also has to do with counseling, and this is the one that attends to or supports.
those who do not have knowledge based on something in particular, and they go
delivering information, opinions, or data so that this person can
use them and generate an appropriate management process.

Finally, there is supervision, which has more to do with control, with the process.
After the delivery of an order. For example, when an order is given, one is
directing and when the results to that order are being searched
supervising.

The difference between supervision and control is that the former is much more
operational (supervision), when we are at intermediate or lower levels of
the organization and control is discussed when we are at a higher level.
The control is nothing more than seeing if what had been thought of in
the planning has been fulfilled or not.

So what is done? It is supervised, controlled, evaluated, and the best way

To materialize this is through the results and these are the materialization of it.
planned, is what was obtained. It guides all the efforts of people, they
It effectively manages resources and it is seen whether the objective has been achieved
organizational.

This equation of relationship between what was intended and what was obtained is a
control process.

The manager and the Administration

When we talk about the interactive nature of the administrative process, interactive
it means it is linked; interacted.

There is a management theory known as the 'inverted cone' theory, where

For example, relate 2 subprocesses, the subprocesses of planning and organizing; the
1st, it will define the objectives, the strategies, the plans, the programs, the
policies, until reaching a detailed level of development of that intention
organizational what are the activities.

That’s why the planning process defines the 'what', meaning the highest level of detail.
in each and every one of the activities that need to be carried out for them to be
addressed to fulfilling the organization's intention which is the
objective.

Once I have defined the activities, I group them in some way.

and I am defining the job positions, (which activities are performed

and for what person) once this is being defined, it moves on to defining the
positions. (the managers).

It is called the 'inverted cone' because precisely everything that is more

operational, is the one that is closest to the area of the activities, it is the factor
common between the planning process and the organization process, that's why
it is interactive.
How does that interactivity occur in the Administrative process?

All processes are closely linked, the planning process is

links with the one of organizing, this one with the one of direction and the one of direction with the one of
control. That is to say, the interactivity of processes is the permanent linking
among the different subprocesses that make up the administrative process.

When is it said: how is it done to achieve the administrative process?

It is achieved through people, when they are positioned at different levels.

from the organization generate through the fulfillment of their functions and the
emergence of the organizational objective the administrative process.

So all those who are connected in some way to achieve that

common intention among all, they apply the action of managing, they are managers;
and they are those who make use and application of administrative processes in
organizational units, but not all apply these steps in the same way.
intensity, this depends on the location it has within the structure of the
organization.

We have, then, that the organization can be divided into three levels.
(superior, middle, and inferior) and each one has conceptual skills,
humanistic and distinctive technical skills to be able to manage.

Skills are abilities, but they are not natural in every case; there are
aptitudes that are formed through knowledge.

According to the location we have within the organization, the application

the activities will be different.

Conceptual skills: everything related to the concept,

nature, knowledge; it is everything that can be explained
Rationally, it can be verified. In senior management, what is most important to have
it is knowledge.

Technical skills: technique allows us to operate a reality,

to implement actions to achieve the organizational goal.

This applies at the last level, it relates to the operators, technicians,

workers, etc.

Humanistic skills: it relates to the aptitude one has for

to direct, and it occurs equally at all three levels; because if we take the
higher management, it has a greater degree of ability to direct and does not do
another thing is to coordinate human resources. If we talk about middle management,
It has the function of supervising and acts as a link between what the management requests.
and that which operates and/or acts on the lower management or first line; and the latter does
that integrates, throughout the entire structure of the organization, the
orders so that in some way, through some application of the technique
with proper use of human resources, it is possible to operate and generate action
due to the achievement of the objective.

For Koontz, design ability exists: it has to do with that vision or the
strategic management that is made of the resource and everything that has the
organization (it is actually the anticipation of problems or events)

The Administrative Process is composed of the mechanical phase and the

dynamic where the:

MECHANICS includes planning (it deals more or less with what things are)
they are going to be carried out in the company, plans, programs, budgets, etc. are made)
and the organization (of how it will be carried out and we have the organizational charts,
resources, functions...)

DYNAMICS here is the address that is responsible for ensuring that the
tasks and for this it relies on supervision, leadership, communication, and
motivation and finally, we find the control that is responsible for saying
how it was done, what was done, how it was made, and compare the studies.

Control: Establishment of standards, measurement, feedback and

correction.

UNIVERSALITY OF THE ADMINISTRATIVE PROCESS

The process has universal application and managers can apply it, no
importing the type of company in question. It is used where several
people work together to achieve common goals. This process the
a manager of a construction company can use it and he will use it as well.
a manager of a department store.

Likewise, this process can be used at any level of the organization.

whether managerial or just supervisory.

2.- FUNCTIONS OF THE ADMINISTRATIVE PROCESS

PLANNING:

It consists of establishing the objectives, policies, and rules in advance.

procedures, programs, budgets, and strategies of a social organization.
that is to say, it consists of determining what is going to be done. (purposes, objectives,
strategies, policies, programs, budgets, procedures.

Contribution of the objectives

 Planning extension

Effectiveness of the plans

For amanagerand for a group of employees it is important to decide or be

identified with the objectives that will be achieved. The next step is
to reach them. This raises the questions: what work needs to be done?
When and how will it be done? What will be the necessary components of
work, contributions and how to achieve them?. Essentially, aplano
a pattern integrating predetermined future activities, this requires
the ability to foresee, to visualize, the purpose of looking ahead.

IMPORTANT PLANNING ACTIVITIES

Clarify, amplify, and determine the objectives.

Forecast.

Establish the conditions and assumptions under which the work will be done.

Select and declare the tasks to achieve the objectives.

Establish a general plan of achievements emphasizing thecreativityfor

find new and better ways to perform the job.

Establish policies, procedures, and performance methods.

Anticipate possible future problems.

Modify the plans in light of the control results.

ORGANIZATION:

The organization groups and arranges the activities necessary to achieve the
objectives, creating administrative units, assigning functions, authority,
responsibility and hierarchies; also establishing the relationships of
coordination that must exist between these units to make optimal the
human cooperation, in this stage hierarchical relationships are established, the
authority, responsibility, and communication to coordinate the different
functions. (Division of labor and coordination; hierarchization,
departmentalization, job description.

Quantifiable objectives

Clear concept of activities or activities involved

Clear and concise area of authority or decision

After theaddressand format of theactionsfutures may have been
determined, the next step to fulfill the work will be to distribute or
identify the necessary work activities among the group members
indicate the participation of each group member. Thisdistributionof the work
is guided by the consideration of things such as thenatureof the
component activities, the people in the group, and the physical facilities
available.

These component activities are grouped and assigned in such a way that a
minimum ofexpensesor that maximum employee satisfaction is achieved or that
it reaches someobjectivesimilar, if the group is deficient either in number or
in thequalitySuch members will be sought from the administrative members.
Each of the members assigned to a component activity faces a
its own relationship with the group and the group's relationship with other groups in the company.

IMPORTANT ORGANIZATION ACTIVITIES

Divide the work into operational units.

Group theobligationsoperational in positions.
Gather the operational positions into manageable and related units.
Clarify the job requirements.
Select and place individuals in the appropriate position.
Use and agree on theauthoritysuitable for each member of the
admin.
Provide personal facilities and othersresources.
Adjustthe organizationin light of the control results.

ADDRESS:

It is the interpersonal action and influence of the manager to achieve that their
subordinates achieve the assigned objectives through the taking of
decisions, motivation, communication, and coordination of efforts
address contains: orders, hierarchical personal relationships, and decision making
decisions. (Decision making, integration, motivation, communication, and
supervision)

Purpose of the company

Production factors

Nature of the human factor

To physically carry out the activities resulting from the steps of

planning and organization, it is necessary for the manager to take measures that initiate
and continue the required actions for the group members to execute
the task. Among the common measures used by the manager to put the group
in action is to lead, develop managers, instruct, assist members
improving themselves just as their work through their own creativity and the
compensation to this is called direction.
IMPORTANT ACTIVITIES OF THE MANAGEMENT

Put into practice the philosophy of participation by all those affected by the
decision.

To lead and challenge others to do their best effort.

Motivate the members.

Communicate effectively.

Develop members to reach their full potential.

Reward with recognition and good pay for a job well done.

Meet the needs of employees through efforts in the

work.

Review the execution efforts in light of the control results.

CONTROL:

Establish systems to measure results and correct deviations that occur.

They present, in order to ensure that the planned objectives are achieved.

Establish standards

Measuring

Correction

Feedback

Managers have always found it convenient to check or monitor what I know.

He/She is making sure that the work of others is progressing properly.
satisfactory towards the predetermined objective. Establish a good plan, distribute
the required component activities for that plan and the successful execution of
each member does not ensure that thecompanyit will be asuccess. They can introduce themselves
discrepancies, misunderstandings and unexpected obstacles will have to be
communicate quickly with the manager so that action can be taken
corrective.

IMPORTANT CONTROL ACTIVITIES

Compare the results with the general plans.

Evaluate the results against the performance standards.

 Conceive effective means to measure operations.

Communicate what the measurement methods are.

Transferdatadetailed in a way that shows the comparisons and

the variations.

Suggest corrective actions when necessary.

Inform the responsible members of the interpretations.

Adjust the control in light of the results of the control.

INTERRELATIONSHIP BETWEEN FUNCTIONS

In real practice, the 4 fundamental functions of management are

intertwined and interrelated way, the performance of afunctiondo not cease
completely (ends) before the next one starts. And generally, it does not
execute in a particular sequence, but as the situation demands.
When establishing a new company, the order of functions will perhaps be as follows
indicates in the process but ina company in progress, the manager can
take control at a given moment and then execute it
then plan.

The sequence must be appropriate to the specific objective. Typically the manager
has been involved in many objectives and will be at different stages in each
one. For the non-manager, this may give the impression of deficiency or lack of
order. While in reality the manager may be acting with everything
purpose andstrength. In the long run, greater emphasis is generally placed on certain
functions more than in others, depending on the individual situation. Just as
Some functions need support and need to be executed before others can be implemented.
in action.

Effective execution requires that activities have been assigned to individuals.

or have carried out theirs in accordance with the general plans and objectives,
In the same way, control cannot be exercised in a vacuum; there must be something that
control.

In reality, planning is involved in the work of organizing, executing and

to control. Similarly, the elements of organizing are used in planning,
execute and control effectively. Each fundamental function of the
administration affects the others and all are related to form the
administrative process.

FUNCTION OF THE PRINCIPLES OF ADMINISTRATIVE PROCESS

According to Agustín Reyes Ponce:

FORECAST
a) Predictability: It must be carried out considering that there is no certainty.
complete due to the number of factors and the intervention of human decisions,
for the always will exist in the company a risk.
b) Objectivity: The forecasts must be based on facts rather than on
objective opinions. The success of the company is based on the information that
dispose.
c) Measurement: The forecasts will be more reliable the more we can
to appreciate or measure them.

PLANNING

a) Forecast: Plans must be made as precise as possible and not with

affirmations vacancies y generic.
b) Flexibility: All plans must allow for changes that
they arise in this.
c) Unit: The plans must be of such nature that there is one for each
function and all applicable for a company can be coordinated and
integrated that can be said to exist as a single general plan.

ORGANIZATION

a) Specialization: The division of labor influences the increase in the

production since getting used to a job leads to specialization
y of this a the productivity.
b) Unity of command: One must only obey one chief for a single assigned task.
function.
c) Balance of authority-responsibility: The degree must be established
authority and responsibility that each manager must have at each level
hierarchical.
d) Direction-control balance: Each degree of delegation must
correspond to the establishment of appropriate controls.

PRINCIPLES OF DELEGATION:

1.- Integration of people:

Adapt functions to men

Provide men with administrative elements for the good

performance of its function and

Give importance to a good appropriate introduction.

2.- Interpretation of things:

Coordination of elements and techniques with each other and with people.

3.- Installation and maintenance

 One must plan how to replenish expenses and in moments of
unproductivity in maintenance.

PRINCIPLES OF DELEGATION AND CONTROL

Authority should be delegated while always maintaining control over it.

delegation that is granted.

PRINCIPLES OF MANAGEMENT

1.- COORDINATION OF INTERESTS: Coordinate group interests and

individuals of those who participate in the objectives.

2.- IMPERSONALITY OF COMMAND: Authority must be the result of

necessity of every social organism and not the result of personal interests
from the administrator.

3.- HIERARCHICAL WAY: It says that the products must not be absent without reason.
an order.

4.- CONFLICT RESOLUTION: If these conflicts arise

They must be resolved as soon as possible with the least dissatisfaction from the parties.

5.- UTILIZATION OF CONFLICT: Take advantage of conflicts to

find solutions.

6.- STANDARDS: Control is impossible if the standards have not been set beforehand.
standards. (Goal meters).

7.- MEASURE THE CONTROL: The control should only be used if the work that is
The imposition is justified by the expected benefits.

8.- THE EXCEPTION PRINCIPLE: It states that control is more effective when it
focus on things that did not go as planned at the beginning.

CONCLUSIONS

A conceptual framework is offered

Provide foundations for the study of management promoting

the understanding of what administration is.

They are feasible from the contributions of other administrative schools since
The best of contemporary management thinking can be used.

Flexibility is achieved, although it is applicable to a variety of situations, it

give the user the necessary margin to adapt it to a particular set of
situations.
 Flexibility and the art of management are recognized, and the best is encouraged.
way to use it in a practical manner.

Genuine help is provided to practitioners of the

management. The process pattern causes the manager to analyze and understand the
problem and I took it to determine the objectives and the means to achieve them.

The principles of management are derived, refined, and applied.

They serve as necessary guidelines for a useful administrative investigation.

The development of administration is stimulated, each of the phases of its

the application requires drawing on the values and convictions of the manager and the
understanding of the objectives, resources around which it operates.

BIBLIOGRAPHY

Modern Administration, Agustín Reyes Ponce, ED. Limusa

Management, A. James Stoner Ed. Prentice Hall

Lourdes Munich Galindo, "Fundamentals of Administration" ED. Trillas

Adalberto Chiavenato, "Introduction to the General Theory of Administration"

ED. Mc Graw Hill

Sergio Hernández and Rodríguez, 'Introduction to Administration' ED. MC.

Graw Hill

Laris Casillas, J. Comprehensive Management.—Mexico