Organization Theory

Organization theory

Introduction

The leadership;There are people who have certain skills to influence others, until then there were people who influenced others because they were the bosses, but now it is observed that people who do not have the category of boss influence more than these these. Drucker was looking for a more applied way to study the problems of an administration, returns to the origins of Fayol revitalizes the approach, which did not serve so much for scholars but to be practical for managers.

Its approaches focus on the authority, departmentalization and structure of the organization, the administration by objectives. Propose objectives for each work team within the organization to set the general objectives. The realization of these objectives is broken down into action plans for each department, this process is done by consensus, that is, for agreements or commitments between bosses and subordinates, not imposing.

Developing

Almost all traditional approaches and theories lack a complete vision of the organization as a whole and fail to offer an interrelation between the tangible and intangible components of an organization, they usually focus on the visible (the tangible) forgetting the intangible elements. These approaches do not give a sufficient explanation of the concept of organization. Is there an optimal form of universal application organization? The evidence is that if it exists we have not discovered it. There are very centralized companies and they are doing well and companies that are decentralized and they are also doing well.

Today organizations move in a new scenario where new information and communication technologies have developed and defended, and their environment is more complex and dynamic. This requires a change in the approaches of the organization and development of new approaches, as it is, the systemic approach: its origin is in the general theory of systems, and by systems it is understood that it is a set of interrelated elements with each other, in a waydynamics that have the objective of achieving a common goal and integrates into a superior system called, supra system. And it is also possible to distinguish subsystems between them.

It is understood that the company as an organizational system can be considered as a system and see the elements that relate to each other, and that this relationship is dynamic where there is a common objective that is the survival of the company. These elements constitute a unitary whole, are within a superior system that is society or the activity or the activity sector and we can distinguish more subsystems. It is a system that regulates, in the sense that its results are valued and depending on them, processes or methods are corrected, the system elements are defined and quantifiable. 

These elements depend on others, there is a mutual influence and the sum of these interactions results, the company is an open system, since it receives resources (or inputs) from the environment and transforms them into outputs that transmits them abroad. Continuing with the idea of the system. 

We can distinguish several subsystems in the company: 

Subsystem of goals and values, would enter everything that would be the culture and philosophy of the company, all the prevailing values of the company and its shared mentality

 technical subsystem, would enter everything that refers to equipment, facilities and everything that makes it work

Psychosocial subsystem, human resources enter and everything that entails aspects of motivation, leadership, group dynamics and psychosocial relationships

Structural subsystem, the tasks, flows and work teams, authority, hierarchy, power, procedures, etc.

 Administrative subsystem, integration, organization, control, company government and the management of activities enter

The contingent approach, the contingent perspective is a direct result of the application of system theory to the field of the organization, the basic idea is that the environment influence the activity and structure of organizations. The followers of the approach consider that the internal functioning of these must be consistent with the technology they use in the organization, the demands of work and its environment. For an organization to be effective, the following contingent factors that are: power, technology, its environment must be taken into account.

It has been shown that the age of organizations influences their structure, since it has been revealed that organizations created at the same time have similar structures. The conclusions that derive from this approach are the following:

• There is no better way to organize
• All depend on environmental factors
• All organizations are different
• It is not possible to determine a single organization model applicable to anyone
• No form of organization is equally effective
• Organizations that could be similar can have different structures
• The best way to organize depends on the nature of the environment with which an organization interacts.