Theory Of Organizations From Antiquity To The Present

Theory of organizations from Antiquity to the present

We know that organizations arose since ancient times and that the different interpretations that have been made on it have been totally influenced by the historical context and the problems of a past moment.

Organizations generate uncertainty, because things constantly change, processes change, there is the first unknown to take into account about considering whether we will be able to solve the new situations that arise over time, if we can undertake new businesses and meet new needs.

Next, a brief summary the proposals of the main schools and authors of administrative thought over time.

Scientific theory: o Also known as Taylor’s theory argued that, the best form of organization is what could allow to measure individual effort. That is, you could study in a scientific way those actions of a person within an organization. It was the first attempt, although imperfect, to make an organizational theory. In this it was intended to segment tasks in simpler operations, studying how individual time and movements could be improved. His theory was based on: planning, preparation, control and execution.

However, this theory was criticized in its time, because Taylor is part of an assumption that is to think that individuals are only motivated by economic issues (in the sense of obtaining more salary), but that perspective forgets that individuals have another typeof incentives and approaches.

On the other hand, it states that the results can be achieved without taking into account the environmental factors that influence, such as the tiredness of the workers or the weather. And finally, it generated excessive specialization in the works.

Functional theory: Referent Henri Fayol, this author establishes that the best form of organization is based on a distribution of functions, that is, on the subdivision of functions and procedures, which in turn are developed by one or more positions.

His work proposes 14 general principles of the administration, among which are: division of labor, authority and risk, discipline, command and direction unity, subordination of individual interest to group, the remuneration of personnel, centralization, orderand equity, staff stability, initiative and team spirit.

Bureaucratic theory: Referent Max Weber, this author argues that an organization would work better if it has clear and rational rules, impersonal decisions and technical excellence in its employees and managers.

Therefore, it establishes that bureaucracy is the most efficient way of organization, and is based on the hierarchy of authority, division of labor, rules, work procedures, the impersonality of interpersonal relationships and the selection and promotion ofjobs.

This is so in theory, but in practice it becomes stiffness, slow. The hierarchy of authority is so precise that sometimes bureaucracies are so slow, because a person to perform an task needs an express order of his superior.

At the beginning of the 30s there is a fundamental change in the environment, we move on to a great automation and mechanization of work, we address the principles of scientific administration and in some cases an excessive degree is reached with negative consequences. New thoughts appear that consider the work of individuals too valuable to do so simple things that machines can do.

Theory of human relations: This theory establishes that the organization would work better if you integrate and consider the people who make it work.

Then, Keynes theories that have a high social component, the study center are now, behavior -oriented theories arise, that is, people are more motivated in their work because companies care about them,They take into account. Concluding that people’s motivation is not exclusively economic.

On the other hand, it was observed that the individual’s behavior is influenced by the group, and within the company there are several groups formed in which they establish unwritten rules and that the other members comply. Therefore, there are informal groups that individuals create obviously, but also have their influence on what is happening within the company. These informal groups arise spontaneously by people from the same geographical zone of the same profession in companies, among others.

Behavior theory: It is considered to be a continuation of the "theory of human relations".

This theory allows employees of all levels to make decisions and collaborate in compliance with the objectives according to their level of influence and authority.

It was developed in the 50s in the US, and emerged as a new way to analyze human behavior within organizations. The greatest exponent of behavior theory in administration is Herbert Alexander Simón.

• Criticism classical theory, incorporates the sociology of bureaucracy and wide the field of administrative theory.
• It seeks to increase efficiency through greater productivity of the workforce.

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 us a sufficient explanation of the concept of organization.

Is there an optimal form of universal application organization? The evidence is that, if exists we have not discovered it.

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.