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Administrative Organization

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Kathlen Montalvo

on 25 September 2015

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Transcript of Administrative Organization

ADMINISTRATIVE ORGANIZATION
ORGANIZATION DESIGN
Reengineering is the fundamental rethinking and transformation of an integrated set of business processes.
REENGINEERING THE ORGANIZATION
Management system for a customer-focused organization that involves all employees in continual improvement.
TOTAL QUALITY MANAGEMENT
Expanded markets
Access to cheaper resources
Work diversity
ORGANIZATION FOR THE GLOBAL ENVIRONMENT
“MANAGING AS PRACTICE IS AN ART; THE ORGANIZED KNOWLEDGE UNDERLYING THE PRACTICE IS A SCIENCE, THEY ARE COMPLEMENTARY”
Montalvo Mendoza, Kathlen
Rafael Payano, Keyna
CLOSED, BUREAUCRATIC ORGANIZATIONS
1900 - 1930
Formal and bureaucratic methods.
Individuals: seen in a mechanical way.
OPEN ORGANIZATIONS
Focussed on the interaction of an organization with its environment.
It's becoming increasingly more necessary to devellop agile, flexible organizations with greater degrees of coordination between the different functional areas and of the company itself within the domain of its environment.
NATURAL ORGANIZATIONS
1930-1970
Human being as the base of the organization.
Organizations: collective of individuals who share a common interest .
Emphasize more the informal relationships among people.
ENTREPRENEURIAL SPIRIT
Entrepreneurship is the act of creating an organization that would not exist without you. It is seizing upon an opportunity to solve a problem or provide a desired service.
SKILLS AND PERSONAL CHARACTERISTICS NEEDED IN MANAGERS
Analytical and problem solving skills
Desire to manage
Communication skills and empathy
Integrity and honesty
Experience
 Customer-focused
 Strategic and systemic approach
 Total employee involvement
 Continual improvement
 Process-centered
 Fact based decision making
 Integrated system
 Communications
TQM MODELS
Deming’s 14 Points on Total Quality Management
Deming’s 14 Points on Quality Management, a core concept on implementing total quality management, is a set of management practices to help companies increase their quality and productivity.
Baldrige Award Model
The Baldrige Award is the only formal recognition of the performance excellence of both public and private U.S. organizations given by the President of the United States.
EFQM
The EFQM Excellence Model provides a holistic view of the organization and it can be used to determine how these different methods fit together and complement each other.
 The Model Criteria:
 The RADAR Logic:
ORGANIZATION FOR THE GLOBAL ENVIRONMENT
AUTHORITY AND POWER
ORGANIZATIONAL THEORY
Empowerment is based on the idea that giving employees skills, resources, authority, opportunity, or motivation will contribute to their competence and satisfaction.

EMPOWERMENT
HIERARCHIZATION
Hierarchy is a way of organization that would be assigned to different elements of a system.
Process that integrates department activities to pursue the goals of the organization effectively.
JOB DESIGN AND POSITION DESCRIPTIONS
Job design is about structuring a job in terms of specific duties, tasks and responsibilities.
Grouping activities and people into departments makes it possible to expand organization to an indefinite degree.
DEPARTMENTATION
Line Authority
Staff Authority
Functional Authority
DEPARTMENTATION
DEPARTMENTATION BY TERRITORY
DEPARTMENTATION BY ENTERPRISE FUNCTION
It has been logical to group these activities into such departments as engineering, production, selling or marketing, and finance.
DEPARTMENTATION BY CUSTOMER GROUP
Grouping activities so that reflect a primary interest in customers is common in a variety of enterprises.
DEPARTMENTATION BY PRODUCT
Grouping activities on the basis of product or product line have been growing in importance in multiline, large-scale enterprises. It can be seen as an evolutionary process.
MATRIX ORGANIZATION
The essence of matrix organization normally is the combining of functional and project or product patterns of departmentation in the same organization structure.
Territorial departmentation is most often used in sales and in production; it is not used in finance, which is usually concentrated at the headquarters.
Changes and Innovation: types of planed change.
According to Hersey and Blanchard there are four levels of change:
Knowledge
Attitudes
Individual behavior
Group behavior

Ways to achieve a planned change:
Through power
Through rationality
Through reeducation

Creativity
Creativity is the capacity that has every person to create new and original ideas.
Innovation is being capable of transforms these ideas into products and services that are valuated by the society
Environment for the grow up of creativity and innovation
Propose challenges
Motivate
Give independence
Avoid stagnancy
To encourage creativity
Eliminate failure fear
Closed and open systems
What is a system?
A system is defined as a collection of interrelated part forming a synergistic whole that jointly perform functions that each part by itself cannot perform
REENGINEERING IS A RADICAL CHANGE...
FAST
Organizational design dimensions
Structure dimensions
Traditionalism
Configuration
Centralization
Formalization
Standardization
Specialization

Types of Organizational Structure
ORGANIZATIONAL STRUCTURE MODELS
Inverted Pyramid
Red organization
Virtual organization
Team Based structure
Functional Structure
Reduces duplication of activities
Encourages technical expertise

Creates narrow perspectives
Difficult to coordinate

Divisional Structure
Improves decision making
Fixes accountability for performance
Increases coordination of functions

Hard to allocate corporate staff support
Loses some economies of scale
Fosters rivalry among divisions

Matrix Structure
Reinforces & broadens technical excellence
Facilitates efficient use of resources
Balances conflicting objectives of the organization

Increases power conflicts
Increases confusion & stress for 2-boss employees
Impedes decision making

Intelligent Organization
Flat organization structure
Strategic Organization
Authority and Power.
Coercive Power
Reward Power
Personal Power
Formal Power
Referent
Expert
Structure of an Administrative Manual
• table of Contents
• introduction
• How to use this manual
• Body of the manual
• flowcharts
• glossary of terms
• conclusions
• Recommended
• attachments

Types of Administrative manuals:
What is an administrative manual?
The administrative manuals are documents that compile information about the organization also include guidelines of action for the employers or the suppliers.
According their content by Duhalt Krauss and Rodriguez:
History Manual:
Organization Manual:
Policies manual:
Procedures Manual:
Multiple content manual:


According to their specific function:


Production Manual
Shopping Manual
Sales Manual
Finances Manual
Accounting manual
Credit and collection manual
Staff manual
Technical Manual
Training Manual

Also can be classified in:

General Manuals:
That contains instructions and information about different things.

Specific Manuals:
That details information about a specific area or a specific topic

Making an administrative manual
Knowing the fact or situation.
Describe the event or situation.
Break it down into all the details and elements.
Examine them critically.
Sort each item according to previously established criteria.
Clarify the relationship between each element.

What kind of work is done?
For what purpose?
Who does it?
How is it done this work?
What kind of tools are used?
When is done this work?

why?

Structuration:
Now we should stablish the design and the presentation that will be used to elaborate the administrative manual

Validating information:
It is necessary that the responsible of each area validate the information. So we can prove that the compiled information is accord to the reality of each area.

Manual authorization:
An administrative is a formal document so in this step the area manager authorize the manual

Distribution:
This is the final step, we must proceed to the distribution of the manual this way the workers can use them.

CLASSICAL PERSPECTIVE
NEOCLASSICAL PERSPECTIVE
MODERN ORGANIZATIONAL THEORY
The power is the capacity of a person or a group of leading and influence in another people's opinion.
Authority in an organization is the own right of a position (therefore of the person who has it) to practice discretion in decision-making that affects another people. It's basically a kind of power but in organizations.
COORDINATION
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