Administrative Models: Introduction
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ScribdTranslationsAdministrative Models: Introduction
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ScribdTranslationsADMINISTRATIVE MODELS
INTRODUCTION
The administrative process is becoming increasingly complex so there is an
urgent need for better ways to deal with it. When attempting such problems,
there is a tendency to break them into more manageable parts. That's a useful
practice, but it has serious limitations. When dealing with any system,
especially a complex one such as an organization, it is not enough to think of
the system in terms of separate parts or aspects to describe the entire system.
Such an approach is not, by itself, a successful way of understanding system
behavior. Nowadays the tendency to study some aspect of the organizational
problem and erect a model of it increases, while the discussion of the whole is
relegated to more mature states of the "science of administration."
The administrative model that we have been working on, and that for so many
years has given us great satisfaction; It is already largely surpassed and must
evolve profoundly.
ADMINISTRATION MODELS
Models are the core of rational management, they are a means to simplify and
analyze complex situations or systems.
A common step in the management science approach to problem solving is to
construct a mathematical model to represent the system under study.
Fundamentally, we are talking about models that companies copy, adapt and
generalize to their needs, since these are not usually rigid. These are
represented through techniques, processes, models and administrative
systems. The models vary in many dimensions; one of the most important is the
degree of abstraction implied.
There are three basic reasons for using models:
1. Manipulation of real entities (people or organizations) is socially
unacceptable or legally prohibited.
2. The uncertainty with which management grapples is growing rapidly and
disproportionately increasing the consequences of errors. Uncertainty is the
anathema of administration.
3. The ability to build representative models of reality increased enormously.
This qualitative and quantitative leap in administration models occurred due to
the existence of a Transition Stage responsible for enhancing the systemic
approach of organizations. This stage was characterized by:
· Show that the previous theories and approaches are not sufficient to resolve
the organized complexity of an organization. · They come to unite the areas of
business knowledge.
CHARACTERISTICS:
- They are applied to produce a change.
- For its application it requires the use of different tools.
- They are models that can be applied to more than one type of company.
- They are models that change the way the company's human resources
perform, through the tools applied.
TYPES OF MODELS:
Autocratic Model:
It was the prevailing model in the Industrial Revolution . This model depends on
power. Those in command must have sufficient power to order, which means
that the employee who does not follow orders will be sanctioned.
In an autocratic environment, orientation points to formal official authority and
management believes it knows what is best and is convinced that the obligation
of employees is to follow orders, that is, that they must be directed, persuaded
and pushed to reach a certain level of performance. performance and limited to
obeying orders.
This vision results in strict control of employees, the autocratic model turned
out to be despicable due to brutal and exhausting physical tasks and conditions
of unhealthiness, destitution and danger, in these autocratic conditions the
employees in turn are directed towards obedience to the boss and not to the
boss. respect for this one.
The model constitutes a very useful means for the effective fulfillment of the
work of the acceptable method for determining the behavior of administrators.
The combined force of knowledge about employee need and the changes that
occur, social values , gave recognition that there are better ways to manage
organizational systems .
Custody Model:
This depends on economic resources ; if an organization lacks sufficient
resources to offer pensions and pay other benefits, it will be impossible to adopt
this model.
So the custodial approach results in the dependence of employees on the
organization. Instead of depending on their boss, employees depend on
organizations.
Employees who work in custodial environments acquire psychological concern
about their salaries and financial benefits. As a result of the treatment they
receive, they tend to be satisfied and therefore remain loyal to their companies .
Support Model:
The support model depends on leadership rather than power and money .
Through leadership , the company offers an environment that helps employees
grow and accomplish what they are capable of for the organization.
Consequently, management orientation aims to support employees' job
performance, not simply support employee benefits.
The psychological result is a feeling of participation and involvement in
organizational tasks, this is part of the work lifestyle of managers and in
particular their way of treating others. The support model is effective for both
employees and managers and is widely accepted.
Collegiate Model:
The term collegiate refers to a group of people with a common purpose, they
tend to be more useful in working conditions than scheduled, intellectual means
, and circumstances that allow a wide margin of maneuver in the work.
This depends on management generating a sense of camaraderie with
employees; the result is that they feel useful and necessary. It was easy for
them to accept and respect their role in the organization. Instead of being seen
as bosses, managers were seen as collaborators.
This seeks to create a strict mutuality in which each person makes their own
contributions and appreciates that of others. The orientation was aimed at
teamwork and the response of the employees is responsibility and they feel the
obligation to comply with quality standards that mean recognition for both their
work and the company. The psychological result of the collegiate model in
employees is self-discipline. A system is an organized set of interacting and
interdependent things or parts, which are related to form a unitary and complex
whole. With the evolution of systems, the creation of new words and meanings
has been necessary, sometimes called technical words.
