5.D1. Evolución_del_Pensamiento_Admin

Desarrollo del Pensamiento Administrativo

Asia Menor

Judíos

Grecia (Filosofía)

Romanos

Iglesia Católica

Milicia

Revolución Industrial

1750

Enfoque Tecnología

De la Infomación

Enfoque Clásico

Enfoque Conductista

Enfoque Cuantitativo

Enfoque Sistémico

Enfoque Contin- gencial

1914

Teoría EmpíricaAyuda Mutua

(líderes+División del trabajo)

ComercioUnidad de MandoMejoras sistema numérico, agricultura, transporte

EspartaDesarrollo del Pensamiento

Derecho Civil. Persona Física y Persona MoralContrato de Mandato

Jerarquia y rango de mandoAutoridadAcatamiento

Jerquía, División de actividades y regiones

ANTECEDENTES

Asia Menor

Judíos

Grecia (Filosofía)

Romanos

Iglesia Católica

Milicia


1750

Enfoque Tecnología

De la Infomación

Enfoque Clásico

Enfoque Conductista


Enfoque Sistémico


1914 •Concepción judaica. Padres del libre cambio, trabajo duro, ortodoxia religiosa

Ética protestanteTrabajo duro+moderación en el gasto

•Tecnología (R.I)Producción en masa, explotación masiva de mano de obra, sin

regulación obrero-patronal por parte del estado.

•Mercantilismo“el estado debe proceder como una empresa para fortalecer

su poderío directamente, por medio del incremento del tesoro público”(2:28)

•LiberalismoSistema que promueve las libertades individuales y el estado

de derecho.

Asia Menor

Judíos

Grecia (Filosofía)

Romanos

Iglesia Católica

Milicia


1750

Enfoque Tecnología

De la Infomación

Enfoque Clásico

Enfoque Conductista


Enfoque Sistémico


1914

ANTECEDENTES Evolución del Pensamiento Administrativo

“En administración, continuamente se generan teorías como modas, algunas de ellas son adaptaciones de teorías clásicas a problemas nuevos. Cuando el administrador no tiene una sólida formación las ve como panaceas. Las teorías son el motor que impulsa

el crecimiento de la ciencia y la tecnología” (2,36)

OrígenesEnfoque

Recursos Humanos

ANTECEDENTESEvolución del Pensamiento Administrativo

Asia Menor

Judíos

Grecia (Filosofía)

Romanos

Iglesia Católica

Milicia


1750

Enfoque Tecnología

De la Infomación

Enfoque Clásico

Enfoque Conductista


Enfoque Sistémico


1914

Adam Smith: •Precursor producción en línea y especialistas•Mínima intervención del estado

Nicolás Maquiavelo•“El fin justifica los medios”•“Más vale ser temido que amado y no lo suficientemente respetado”•“Divide y vencerás”

Robert Owen•Precursor de la legislación social y del trabajo•Precursos de la organización sindical

Evolución del Pensamiento Administrativo

Clásico

Neoclásico

Financiero

Industrial

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

Clásico



A. CientíficaF. Taylor (1911)

A. BurocráticaM. Weber (1.923)


A. Industrial y GeneralH. Fayol (1916)

A. HumanasE. Mayo (1923)

Evolución del Pensamiento Administrativo - P. Clásico

A. CientíficaF. Taylor (1911)


A. Industrial y GeneralH. Fayol (1916)


Busca principios y conceptos sólidos que se puedan aplicar en la administración de las personas y el trabajo de una manera productiva (4)

Asia Menor

Judíos

Grecia (Filosofía)

Romanos

Iglesia Católica

Milicia


1750

Enfoque Tecnología

De la Infomación

Enfoque Clásico

Enfoque Conductista


Enfoque Sistémico


1914

Frederick W. Taylor

•Padre de la administración científica•Padre de la administración de personal•Aplicación del método científico•Principios de la dirección de operaciones

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:("#-1$",&-,*."#.",&-,/'.&5**(+%,

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

A. Científica

TaylorTareas


Asia Menor

Judíos

Grecia (Filosofía)

Romanos

Iglesia Católica

Milicia


1750

Enfoque Tecnología

De la Infomación

Enfoque Clásico

Enfoque Conductista


Enfoque Sistémico


1914

Henri Fayol

•Modelo del proceso administrativo (PA)•Areas funcionales •Habilidades de los administradores

!"#$%&%'()

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

/%"#..%'()011"2%(,.%'()

01(3"14)

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

T.ClásicaFayol

Estructura


A. R. HumanasE. Mayo (1923)


Intenta mejorar la administración a partir de comprender el perfil psicológico de las las personas (4)

Th. Conflicto Mary P. FolletHawtorn Studies. E MayoTh X y Th Y D. Mc GregotJerarquía de Necesidades. A. Maslow

Nueva Th. de La Relaciones Humanas: Tom Peters, http://www.wobi.com/speakers/tom-peters-1

http://www.wobi.com/speakers/tom-peters-1

http://www.wobi.com/speakers/tom-peters-1

Th. Conflicto. Mary Parket Follet.

Predominio

Compromiso (acuerdos insanos)

Conflicto Constructivo

!"

Efeccto Hawtorn. E. MayoLas personas se comportan diferente cuando reciben la atención de sus evaluadores

Debate Teorias X y Y Ejercicio Maslow

las personas...

Th X D. Mc Gregorno gustan de trabajarde tomar responsabilidadesno son ambiciosasnecesitan ser supervisadas de cerca

las personas...

Th Y D. Mc Gregoraceptan responsabilidadposeen capacidad para innovarconsideran el trabajoun ejercicio natural

Jerarquía NecesidadesA. Maslow

Jerarquía de Necesidades y Motivación

A. Maslow

Nuevos propuestas: Daniel Pink:

http://www.wobi.com/speakers/daniel-pink-1



Neoclásico


Evolución del Pensamiento Administrativo - P. Neoclásico

T. General de Sistemas1940 Kast, Kahn

APOP. Druker 1956

Planeación EstratégicaK. Andrews1963

Enfoque Cuantitativo Toma decisiones

1950 Herberth Simon


Asia Menor

Judíos

Grecia (Filosofía)

Romanos

Iglesia Católica

Milicia


1750

Enfoque Tecnología

De la Infomación

Enfoque Clásico

Enfoque Conductista


Enfoque Sistémico


1914

Fuente 7

Una organización es un sistema, en la cual la

modificación de una de sus partes afectará a las otras

automática (7)

“esta es la razón por la que el agua al

O y H”


Asia Menor

Judíos

Grecia (Filosofía)

Romanos

Iglesia Católica

Milicia


1750

Enfoque Tecnología

De la Infomación

Enfoque Clásico

Enfoque Conductista


Enfoque Sistémico


1914

Fuente 7

Perspectiva de la administración que ofrece una base científica para la solución de problemas y la toma de decisiones (4)


Evidence Base ManagementGBE. Es el compromiso de tomar decisiones basadas en la mejor información y los mejores datos, en vez de decidir en función de lo que hacen los demás, o de lo que han venido haciendo ellos mismos en sus compañías.

•Su aplicación es incipiente

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12&03-/#'%4*5626-'%$%/7,#.#'%61$-%

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•#$%&''((()*+,-,./)0+1'(2-0#3456#789.4:+;<

http://www.youtube.com/watch?v=dh-A2bvzoYQ

http://www.youtube.com/watch?v=dh-A2bvzoYQ

APOP. Druker 1956

Planeación EstratégicaK. Andrews1963



9!

•pLANEACIÓN estratégica•

Fuente. SERNA, 2008

Industrial


Evolución del Pensamiento Administrativo - P. Industrial

Calidad TotalDenim - Ishiwaka -Jurán

1945-1960-1980


Management Renovado

Omar Aktouf1990

Cultura Organizacional

1980

MantenimientoProducto Total TPM

1990


Cultura Organizacional

1980

Desarrollo OrganizacionalDO tiene como objetivo rediseñar el comportamiento grupal de la empresa con la revisión de valores: creencias, normas, hábitos, vision colectiva (mentalidad), costumbres y formas de trabajar para alcanzar o recuperar la competitividad de la empresa [2]

9=

Aprendizaje OrganizacionalCómo describe P. Senge una Organización que aprende/empresa inteligente?

Cuáles son los 5 elementos (disciplinas) requeridos para las empresas que aprenden?

Cuál es el rol del líder en una organización que aprende?

Caso Aerolínea

Más sobre DO + AOThinkers for the 21st century? || Peter Sengehttps://sites.google.com/site/angediazgomez/home/di1

https://sites.google.com/site/angediazgomez/home/di1


Introducción:

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

5 habilidades

• Autoconciencia

• Control Emocional

• Automotivación

• Empatía

• Habilidades Sociales

Inteligencia Emocional Daniel Goleman“Habilidad para reconocer y regular las emociones en nosotros mismos y en los demás”

Más sobre IEhttp://www.wobi.com/es/wbftv/daniel-goleman-inteligencia-emocional-cómo-dominar-los-dos-jefes-del-cerebrohttp://www.wobi.com/es/wbftv/el-arte-de-liderar-las-emociones-2https://sites.google.com/site/angediazgomez/home/di1



http://www.wobi.com/es/wbftv/daniel-goleman-inteligencia-emocional-c






http://www.wobi.com/es/wbftv/el-arte-de-liderar-las-emociones-2

http://www.wobi.com/es/wbftv/el-arte-de-liderar-las-emociones-2



Reingeniería1993

Outsourcing1990

OrganizaciónVirtual SXXI

Benchmark1990

Evolución del Pensamiento Administrativo - P. Financiero

Fuente: GUILLERMO MURILLO VARGAS, Ph,D. PARADIGMA CAPITALISTA

9>

“GE lo hizo y es exitosa; hagámoslo”. Es un razonamiento pésimo

Siempre digo que Southwest Airlines es, sin duda, la ae- rolínea más exitosa en la historia de los Estados Unidos, y que Herb Kelleher ha sido un extraordinario presidente ejecutivo.

Kelleher bebe mucho bourbon Wild Turkey, habla siempre de lo que le gusta esa bebida y dice que el hombre que la inventó es uno de sus dioses. Si el jefe ejecutivo de su compañía bebiera mucho bourbon, ¿su empresa sería tan exitosa como Southwest?

Cuidado con el Benchmark Superficial...

Pfeffer J

Este paradigma involucra temas como la reingeniería, el Outsourcing, el Benchmarking y las nuevas tendencias sobre el teletrabajo. Presenta énfasis en temas como la globalización, la reducción de costos, la competitividad y estimula la generación de valor agregado de carácter individual. Estimula la incorporación de nuevas tecnologías de la información y se orienta mas hacia los procesos que hacia las tareas, buscando un trabajador polivalente y reemplazando aquel trabajador super-macro-especializado.

Asia Menor

Judíos

Grecia (Filosofía)

Romanos

Iglesia Católica

Milicia


1750

Enfoque Tecnología

De la Infomación

Enfoque Clásico

Enfoque Conductista


Enfoque Sistémico


1914 La tecnología de la información influencia la forma de administrar el trabajo y las personas, entre otras, de las siguientes formas

•Aumenta la frecuencia de comunicación•Cambio en los esfuerzos de marketing y ventas•Uso de redes sociales•Organizaciones más democráticas

http://www.wobi.com/es/wbftv/seth-godin-vaca-púrpura-el-imperativo-de-la-diferenciación

Evolución del Pensamiento AdministrativoLa Organización Virtual SXXI tiene como pre-requisito el enfoque TIC´s

http://www.wobi.com/es/wbftv/seth-godin-vaca-p

http://www.wobi.com/es/wbftv/seth-godin-vaca-p

SocialNetworks

#$%&''((()-/6)0+1'-2?@A'?2BC'/B'0#2D?E/F-+66F-#/FA#2D/6F/G%/DE/B0/F+HF2.A,D6E-*)#-1?

#$%&''((()*+,-,./)0+1'(2-0#345IJKLMJCNO6P

2012 Trend Report.

Experience

Sharing

SocialBusiness

#$%&''((()*+,-,./)0+1'(2-0#345Q(4RSF8TUVW

Evolución del Pensamiento AdministrativoEjemplos Modelos de Negocio. Enfoque Tecnologías de Información

http://www.ted.com/talks/lang/en/charlie_todd_the_shared_experience_of_absurdity.html






http://www.youtube.com/watch?v=RHPLVHgTGd0

http://www.youtube.com/watch?v=RHPLVHgTGd0

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

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

"9

•teorías de la administración•

En Resumen......

Fuente 3

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

Evolución del Pensamiento AdministrativoEnfoque Contingencial

"=

EBMTeoría del Desarrollo SustentableInnovación Abierta

Lectura Guiada,El Futuro de la gerencia por Gary Hammel.

•el futuro de la administración•

"S

El futuro de la Gerencia x Gary Hammel

"X

Innovación Abiertahttp://www.wobi.com/wbftv/henry-chesbrough-5-paths-open-innovation

http://www.wobi.com/wbftv/henry-chesbrough-5-paths-open-innovation

http://www.wobi.com/wbftv/henry-chesbrough-5-paths-open-innovation

">

Starbucks Global Responsibility Report – Goals and Progress 2011

1

Year in Review: Fiscal 2011

From our beginning as a single store in Seattle’s Pike Place Market in 1971, we have sought to be a catalyst for positive change in the many communities we serve. Now, with more than 17,000 stores in more than 55 countries and a growing business in consumer packaged goods, we find our reach is greater than ever. Just as important, we continue to believe that the ultimate way to scale the power of our brand is to share the good we do and how we do it so that Starbucks and everyone we touch – from customers to coffee farmers – can thrive and endure.

Throughout our more than 40-year journey, Starbucks has sought to find

innovative and relevant solutions to the challenges we face as a company

while respecting and bringing value to the communities we serve. Today

we continue to strengthen and grow our business. Not only does our family

of brands connect with people who visit our stores approximately 60 million

times each week, but also with customers in the grocery aisle, at home, and

in the digital world.

In 2011, Starbucks and our stakeholders continued to face pervasive global

economic uncertainty and high global unemployment. As always, we seek

to lead where we can – inviting other organizations to join us in efforts that

can change entire industries, as well as neighborhoods. Time and time

again, we have formed relationships with like-minded organizations to help

us magnify the moments of connection that remain at the foundation of our

business.

More than ten years ago, we turned to Conservation International to

help us build our ethical sourcing program. Now C.A.F.E. Practices is in

its eighth year, and we are sourcing nearly 86 percent of our coffee in

a way that promotes continuous improvement in quality, productivity,

environmental impact and transparency.

As part of our ongoing commitment to environmental stewardship, we

have been a retail industry leader in green building, joining the USGBC

in the year 2001 and working to create LEED® for retail. In 2011 we began

to roll out this new global approach across our portfolio and built 75

percent of our new company-owned stores to the LEED standard. No other

company has taken LEED to scale like we are, but we hope that we can

blaze a trail.

Also in 2011, in celebration of our company’s 40th anniversary, we actively

worked with community changemakers, local leaders and organizations

already making strides to improve opportunities and education. We will

further explore this model in 2012 with two community stores in New York

and Los Angeles.

While we know we are not perfect, and that the problems we seek to help

solve are complex, we are commited to integrating our values into our

company strategy, business practices and operations. Our ever-evolving

business brings new challenges and opportunities, and we will continue

to broaden the scope of our goals and reporting to include more global

operations across the brands.

We invite you to learn more about our 2011 goals and progress.

Regards,

Vivek Varmaexecutive vice president, Public Affairs

Ben Packardvice president, Global Responsibility


3

Environmental Stewardship

When it comes to environmental sustainability, our experience has proven the power of collaboration. By working with non-governmental organizations, policymakers, competitors and others, we can tackle common challenges. Together we are advancing a number of meaningful initiatives and taking bold actions that we believe are having a significant impact on the entire foodservice industry.

At the store level, we’ve been working with the U.S. Green Building Council (USGBC) for more than a decade to

create scalable green building solutions for the retail sector. After years of assessment pilots and tests, we are

now executing on this new strategy and built 75 percent of all new company-owned stores to be certified under

the LEED® green building standard starting in December 2010. Our innovative energy and water conservation

strategies in stores continue to be key priorities, with potential to significantly reduce our environmental footprint.

Starbucks purchased 50 percent renewable energy (in the form of renewable energy certificates or RECs) to power

its global company-owned stores, and is well on its way to achieving its goal of 100% renewable energy by 2015.

Recycling is also a priority for us and for our customers. In 2011 we reached a breakthrough in the journey to make

our paper and plastic cups broadly recyclable. Working with others in our industry, we have proven that our used

cups can be accepted in a variety of recycling systems and we can now start to bring our solutions to scale. We are

working with the Paper Recovery Alliance to help move forward across the retail sector. We continue to expand our

front-of-house recycling with programs in 18 markets, helping us toward our goal to provide all of our customers

access to cup recycling by 2015.

“All companies operate within larger systems. Starbucks understands that by joining with others in their materials

value chain, even competitors, they can find recycling solutions that can make a much greater impact than they

can possibly achieve alone.” – Peter Senge, director of the Center for Organizational Learning at the MIT Sloan

School of Management

Beyond our stores, we are working with Conservation International to expand our efforts to protect carbon-

absorbing tropical forests in coffee-growing regions in Chiapas, Mexico, and Aceh and North Sumatra, Indonesia.

Starbucks is concerned about climate change and the long-term impact it will have on coffee supplies and on the

health of the communities where we do business. Reducing the environmental impact of our business operations

will help to safeguard the availability of high-quality coffee beans that meet our exacting standards and to help

preserve the planet for future generations. As a founding member of the Business for Innovative Climate and Energy

Policy (BICEP) coalition in the United States, we are working with other companies to advocate for stronger

clean energy and climate policies.


4

Community

Starbucks is committed to helping communities thrive in the neighborhoods, cities and countries where we operate. While we have historically had a strong connection to the communities we serve, we believe we have a responsibility to do even more with the assets of the company. In a sense – using our scale for positive change.

In the past year, we have experimented and innovated to bring together our partners (employees), customers, civic

leaders and nonprofit organizations in their local communities with unique contributions. One way we do this is by

inviting customers to join us in community service projects. In 2011 these projects generated more than 442,000

hours of service with 1,400 projects completed in April’s Global Month of Service alone.

We also believe in empowering young people to be catalysts for change in their local communities. Through

our Youth Action Grants , we invest in young people to inspire them to create new and innovative solutions for

community issues while gaining valuable leadership skills. In 2011 more than 50,000 young people contributed

to their neighborhoods.

As our company has grown to reach more diverse neighborhoods and communities around the world, the issue of

diversity has only become more important in every facet of our business. To amplify community and diversity efforts,

we collaborate with nonprofit organizations, businesses, civic leaders and individuals who share our values.

We are also exploring new ways to reach underserved communities through an innovative business model and

partnerships. In fiscal 2012 we will launch two community stores as part of this new approach; each transaction

will generate a contribution benefiting New York’s Harlem community through the Abyssinian Development

Corporation, and the Los Angeles Urban League in the Crenshaw neighborhood. We will leverage our retail

and online presence to increase awareness and galvanize support in these neighborhoods for the nonprofit

partners and their critical work.

“At a time when there is a tremendous rollback in public and private resources, Starbucks is investing to create job

opportunities and to strengthen community based organizations like Abyssinian Development Corporation. Their

commitment remains to improve the quality of life for the communities they serve.” – Sheena Wright , President

and CEO Abyssinian Development Corporation

Going forward, as the global economy faces these challenging times, we know that our commitment to being a

good neighbor has never been more important. We will work to revitalize communities and fuel the human spirit

through community economic development and other local efforts.

We invite you to learn more about the programs we support, and our recent milestones.


5

Ethical Sourcing

We have taken a holistic approach to ethically sourcing the highest quality coffee. This includes responsible purchasing practices, farmer loans and forest conservation programs. When we buy coffee this way, it helps foster a better future for farmers and a more stable climate for the planet. It also helps create a long-term supply of the high-quality beans we’ve been carefully blending, roasting and packing fresh for more than 40 years.

Our approach is grounded in Coffee and Farmer Equity (C.A.F.E.) Practices, our comprehensive set of more than 200

social, economic and environmental indicators – with quality as a prerequisite. Farms and mills are evaluated by third-

party verification organizations that are overseen by Scientific Certification Systems. In 2011 86 percent of our coffee

was C.A.F.E. Practices verified.

The implementation of C.A.F.E. Practices, which we developed in collaboration with Conservation International (CI)

nearly a decade ago, has created significant social, environmental and economic impacts for more than one million

workers employed by participating farms.

“Over the course of our longstanding partnership, we have seen Starbucks raise the bar for the entire industry

by expanding their innovative work with coffee-growing communities. These cutting-edge efforts have enabled

Starbucks to help improve farmer livelihoods while protecting some of the world’s richest and most valuable

ecosystems. Starbucks’ leadership in environmental and social stewardship is a great example of a company

using its size for good.” - Peter Seligmann, Co-Founder, Chairman and CEO of Conservation International

In 2008 Starbucks and CI began to conduct impact assessments of C.A.F.E. Practices on coffee farmers and

communities. We asked CI to answer a fundamental question: are our buying practices having the intended

outcomes? CI’s 2010 report of more than 100,000 coffee farms (of which 98 percent were smallholder farms

of less than 12 hectares) showed that more than 102,000 hectares were considered conservation land and

have not been turned into coffee-growing landscapes. The assessment also found that 100 percent of school-

age children on smallholder farms were able to attend school.

We’ve learned a great deal on this journey, and we’re applying the knowledge gained through our work with coffee

farmers to our sourcing approach for other product ingredients. Our Tazo tea brand is a member of the Ethical

Tea Partnership, working with other buyers to improve conditions for workers on tea estates. Through the CHAI

(Community Health and Advancement Initiative) project, a joint partnership with Mercy Corps, we support tea-

growing communities with health services and economic development.

Caso StarbucksInforme Completohttp://globalassets.starbucks.com/assets/19c68ea6c48a473d865c7327c08d817f.pdf

BSC http://globalassets.starbucks.com/assets/c007fb25782442ac8283b154364c1016.pdf

Desarrollo SustentableSegún la ONU desarrollo sustentable se define como aquel que satisface las necesidades del presente sin comprometer la capacidad de las generaciones futuras para satisfacer sus propias necesidades sus compañías. (Dllo en 3 dimensiones

http://globalassets.starbucks.com/assets/19c68ea6c48a473d865c7327c08d817f.pdf

http://globalassets.starbucks.com/assets/19c68ea6c48a473d865c7327c08d817f.pdf

"Y

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

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




VP

! [1] NORDSTROM, K& RIDERSTRALE, J 2008, Funky Business Forever, Pearson Prentice Hall, España

! [2]HERNANDEZ, S 2012. Introducción a la Administración, McGraw Hill, 5a. Ed, Mexico

! [3] CHIAVENATO, I 1997, Introducción a la teoría general de la administración, McGraw Hill, 4a. Ed, Colombia

! [4}DUBRIN, A 2000, Fundamentos de Administración, Thomson, 5a. Ed, Mexico

! [5] KOTLER, P. Dirección de Marketing, Pearson Prentice Hall, 12a Ed. España

! [6] FITZSIMONS , J& FITZSIMONS, M 2011, Service Management, 7th edn. McGraw Hill, Singapore.

! [7] GÓMEZ, Luis F. Desarrollo de Habilidades Concetuales en los administradores, 2003

! CRÉDITOS FOTOGRÁFICOS, La Máquina de Fotos http://www.flickr.com/photos/lamaquinadefotos/sets/

http://www.flickr.com/photos/lamaquinadefotos/sets/

http://www.flickr.com/photos/lamaquinadefotos/sets/

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