ADMINISTRATION

The administration of a business includes the performance or management of

business operations and decision-making, as well as the efficient organization
of people and other resources, to direct activities toward common goals and
objectives.

In general, administration refers to the broader management function,

including the associated finance, personnel and my services.
In some analyses, management is viewed as a subset of administration,
specifically associated with the technical and operational aspects of an
organization, distinct from executive or strategic functions. Alternatively,
administration can refer to the bureaucratic or operational performance of
routine office tasks, usually internally oriented and reactive rather than
proactive. Administrators, broadly speaking, engage in a common set of
functions to meet the organization's goals.
Henri Fayol described these functions of the administrator as "the five
elements of administration". Sometimes creating output, which includes all of
the processes that create the product that the business sells, is added as a
sixth element. A business administrator oversees a business and its operations.
The job is to ensure that the business meets its goals and is properly organized
and managed. The tasks a person in this position has are both wide and varied,
and often include ensuring that the right staff members are hired and properly
trained, making plans for the business' success, and monitoring daily
operations. When organizational changes are necessary, a person in this
position usually leads the very as well. In some cases, the person who starts or
owns the business serves as its administrator, but this is not always the case,
as sometimes a company hires an individual for the job.
When a person has the title of business administrator, they are essentially the
manager of the company and its other managers. The person oversees those in
managerial positions to ensure that they follow company policies and work
toward the company's goals in the most efficient manner. For example, they
may work with the managers of the human resources, production, finance,
accounting, and marketing departments to ensure that they function properly
and are working in line with the company's goals and objectives. Additionally,
he might interact with people outside the company, such as business partners
and vendors.

PLANNING
For a manager and a group of employees it is important to decide or be
identified with the objectives to be achieved. The next step is to reach them.
This creates questions that work needs to be done? When and how will? What
are the necessary elements of work, contributions and how to achieve them? In

essence, a plan is formulated or integrating predetermining a pattern of future

activities, this requires the ability to predict, visualize, the purpose of seeing
forward.

ORGANIZATION.
After the address and format of future operations and are been determined, the
next step to accomplish the work, will distribute or point out the necessary
work activities among group members and indicate the share of each group
member. This distribution of work is guided by the consideration of such things
as the nature of the component activities, people in the group and available
physical facilities.
These components activities are grouped and assigned so that a minimum cost
or maximum employee satisfaction is achieved or some similar goal is
achieved, the group is deficient either in the number or quality of the
management members such members shall endeavor. Each of the members
assigned to a component activity faces his own relationship with the group and
the group with other groups of the company.

PERFORMANCE.
To perform physical activities resulting from the steps of planning and
organization, the manager needs to take steps to initiate and continue the
actions required for group members execute the task. Among the common
measures used by the manager to put the group into action are directing,
developing managers, instruct, assist members to be improved as well as their
work through their own creativity and compensation for this is called execution.

IMPORTANT ACTIVITIES OF PERFORMANCE.

Put into practice the philosophy of participation by all affected by the

decision.
Driving and challenge others to do their best.
Motivate members.
Communicate effectively.
Developing members to realize their potential.
Rewarded with good pay and recognition for a job well done.
Meeting the needs of employees through efforts at work.
Review the implementation efforts in the light of the results of the
control.

CONTROL
Managers have always found it convenient to verify or monitor what is being
done to ensure that the work of others is progressing satisfactorily toward the
predetermined target. Establishing a good plan, distribute the components
required for activities that plan and the successful execution of each member
does not ensure that the company will be successful. There may be

disagreements, misunderstandings and unexpected obstacles and should be

reported promptly to the manager that corrective action is taken.
IMPORTANT ACTIVITIES OF CONTROL

Compare the results with the general plans.

Evaluate the results against the standards of performance.
Devise effective means of measuring operations.
Which are communicating the measuring means.
Detailed data transfer so that show comparisons and variations.
Suggest the corrective actions when they are necessary.
Inform responsible members of interpretations.
Adjust control in light of the results of the control.

ELEMENTS ADMINISTRATION

Efficiency

It is the ability to minimize the amount used to achieve the objectives or goals
of the organization, if, doing things right resources. It is a concept that refers to
"input-output".
You can make efficiency gains when:
We managed to increase the amount of product obtained by keeping constant
the volume of resources used.
We maintain constant the amount of products obtained by decreasing the
amount of resource used

Effectiveness

Is the ability to determine appropriate targets, if, when the goals they set are
achieved.
These two concepts are closely interrelated (efficiency and effectiveness) since
the effectiveness of a model, administrator, etc. ..., will be closely unit to the
need to be efficient or not. The ideal of this performance should focus on being
effective in the most efficient way possible.
We wondered if we could be efficient without being effective. The answer is
yes, can be efficient without being effective. It can be used either resources
without achieving the proposed goals, and this happens when it is efficient with
wrong goals.

Productivity

It is the result (product) and input ratio within a period with due consideration
of quality.

ADMINISTRATIVE SKILLS

Technical ability

Is the knowledge and expertise for activities that include methods, process and
procedure. Therefore, it represents work with certain tools and techniques,
such as mechanical work tools and their supervisors must be able to teach him
how to use it.

Human ability

It is the ability to work with people: the cooperative effort: the teamwork: the
creation of an environment where people feel safe and free to express their
opinions.

Conceptual skill

It is the ability to see the whole picture to recognize the important elements in
a situation and understand the relationships between them.

Skill Design

It is the ability to solve problems in ways that benefit the company. To be

efficient, particularly at the highest organizational levels. Managers should be
in a position to be more than just see the problem. They also need the ability to
have a good design engineer to find a practical solution for it.

INSTITUTIONAL MANAGEMENT SETTINGS

Administration, social character, is governed by a set of values that provide not
only a moral validity to the people, but also ethical information that should
guide the conduct of the manager in society.
Institutional management values are:
Social: These are the most important because they contribute to the welfare of
society through:

Improving the quality and price of the product and / or service to

adequately meet the real needs of human beings.
Improving the socioeconomic status of the population.
Compliance with fiscal obligations that allow support to local and federal
governments.
Avoid unfair competition.
Promoting development through the creation of jobs.
Increase and preserve the natural and cultural wealth of society.

Organizational: Those who tend to improve the organization of the resources

of the social group, and they tend to:

Promote innovation, research and technological development.

Optimize resource coordination.
Maximize efficiency methods, systems and procedures.
Reconciling interests between the different members of the social group.

Economic: Those that are aimed at obtaining economic benefits and can be:

generating wealth
Maximizing their profitability.
Properly managing financial resources.
Promoting the economic development of the social group.
Promoting investment.

FACTORS INFLUENCING THE ENVIRONMENT ADMINISTRATOR

The management of an organization is a system that interacts with its specific
environment, and others depends on it, but there is always aware of the
potential influences of a general environment.
In the next section we worked on components as specific environments and
general, but only mention specific because they are more related to the
organization with the administration itself, and show how environments may
restrict the choices available to administrators.

SPECIFIC ENVIRONMENT
PROVIDERS
Suppliers of an organization usually think of companies that provide raw
materials and equipment, but this term also includes providing hand works and
financial inputs. Shareholders, banks, insurance company, pension funds and
similar institutions are necessary to ensure a continuous flow of capital. The
administration tries to ensure a continuous flow of inputs needed, at the lowest
possible cost. These inputs represent uncertainties, because their unavailability

or delay can reduce a large significant degree the effectiveness of the

organization, it is common for management to make great efforts to ensure
continuous flow. The fact that large organizations are purchasing department,
finance, and personnel is because of the importance that management assigns
input to the purchase of machinery, equipment and working capital and rent.

CUSTOMERS
Organizations exist to meet the needs of customers, it is the one who absorbs
the product. The customer obviously represent a potential uncertainty for
organizations. Consumer tastes can change. These may be dissatisfied with the
product or service of the organization. In general we would expect that buyers
represent more uncertainty for administrators of any level.

COMPETITORS
All organizations have one or more competitors. No administration can afford to
ignore their competitors. When they do, they pay a high price. Competitors can
be seen from the point of view of prices, offering services, acquisition of new
and similar products. They represent a major environmental force that the
administration must check, prepare for and respond to all this.

GOVERNMENT
Federal, state and local governments influence what organizations can not do.
Certain organizations under their activities are controlled by specific
government agencies. For example, if your company manufactures
pharmaceutical products, which you can sell is determined by the food and
drug administration. Organizations spend a lot of time and money to comply
with government regulations. But the effects of these regulations go beyond
time and money. They also reduce administrative discretion. restrict the options
available to administrators.

PUBLIC LOBBY
Administrators can not fail to recognize the existence of special interest groups
trying to influence the actions of organizations. These influences is simply to
threaten some organizations so that their administration to change its policy.
As they change the social and political movements, so does the power of
lobbyists. Managers must be aware of the power that these groups can have on
their decisions.

GENERAL ENVIRONMENT
ECONOMIC
The economic environment is not only interested in businesses whose mission
is the production and distribution of goods and services that people want and
what you can afford. But it is also of utmost importance for other types of
organized companies. Some of the economic factors in the general
environment which can affect administrative practices in an organization are:

interest rates, inflation rate, changes in disposable income, labor market rates
and the general economic cycle.
Capital: all kinds of organizations need capital: machinery, buildings, inventory
of goods, office equipment, tools of all types and cash. Part of all this can
produce the organization itself, however, companies usually organized meet
their capital needs with diverse suppliers, whose work is to produce materials
and other capital goods required by the organization to operate. This means
that all kinds of operations depend on the availability and prices of capital
goods needed.
Work: another important input in the economic environment is the availability,
quality and price of the labor force. In some societies perhaps you have
obtained large numbers of ordinary workers lack training and there is a
shortage of highly trained workforce. The price of labor is also an important
economic factor for a company, although automation decreases its high cost.
Price levels: the input part of a company receives the clear influence of
changes in price levels. If they rise fast enough, the disorder in the economic
environment, both input and output, can be serious. Inflation not only
imbalanced companies, but also distorts all kinds of organizations for their
effects on the costs of labor, materials and other items.

TECHNOLOGY
One of the factors of greatest effect on the environment is technology. Science
provides the knowledge and the technology used. The term technology refers
to the sum total of the knowledge we have of the ways of doing things. Some
benefits of technology are: higher productivity, higher living standards. More
time off and a greater variety of products.
The most rapid change over the last centuries probably that occurred in
technology. We now have computerized offices, robot manufacturing, lasers,
integrated circuit, microdots, chips etc ... The company that thrive are those
that get the most out of technology.
An example of how technological environment affects the administration, we
will find in the design office. These have become the communications center.
The administration can now link their computers, phones, word processors,
photocopiers, fax machine, file storage and other activities office, in an
integrated system. For the administration of all organizations this means ability
to make faster and better decisions.
Besides the benefit it brings technology, this also leads to problems, such as
traffic gridlock, air pollution and water, energy shortages and the loss of
privacy due to the application of computer technology. It requires a balanced
approach that advantage while decreasing some of its undesirable side effects.

SOCIAL

In any classification of environmental elements influencing an administrator, it

is extremely difficult to separate the social, political and ethical means. The
social environment consists of attitudes, desires, expectations, degrees of
intelligence and education, belief and custom of the people of a group or
society. These environmental elements are difficult to study and understanding
to forecast it and that the administrator can anticipate and prepare for change.
This means that the administration must adapt their practices to the changing
expectations of society in which it operates. As values change, customs and
tastes, so you must also change the administration. This applies both to its
products and services offering and its internal policies. A recent example of
social conditions that have had a significant impact on the administration of
certain organizations include changing expectations race of women and aging
labor force.
Inflation, the women's movement, and the increase in the divorce rate
contributed to the dramatic increase in female labor force participation rates.
Today, more than half of all adult women are gainfully employed outside the
home purpose. Banks, automakers and female clothes find their market are
changing as expectations vary careers of women, they want more credit, cars
that fit your new lifestyle and clothes for business.
The administration also has had to adjust its internal organizational policies due
to the increase in the number of women working. Those organizations that do
not provide childcare facilities for child care, for example, may lose in their
efforts to recruit competent employees.

POLITICIANS
Political conditions include general stability of countries in which an
organization and specific attitudes that government officials are elected to the
role of business in society operates. The political environment, attitudes and
actions of legislators and politicians and government leaders change with the
ebb and flow of demands and social beliefs. The government affects virtually all
businesses and all aspects of life. With regard to businesses, has two main
roles: the promotes and limits. For example, it does the first when stimulates
the expansion and economic development, provides help by administration for
small businesses, subsidizing certain industries, offers tax advantages,
supports research and development and even protects some companies
through special tariffs. Finally, the government is also the largest customer,
buying goods and services.
Every manager is surrounded by a tangle of laws, regulations and
jurisprudence, not only nationally but also state and municipal. Some are
developed to protect workers, consumers and communities. Many have to
regulate the behavior of managers and their subordinates in business and
other businesses. Numerous laws and regulations are necessary, but many
become obsolete. But they represent a complex environment for all managers,
because they are expected to know the restrictions and legal requirements

applicable to their actions. Therefore, it is understandable that managers of all

organizations, especially in business and in government, have near them a
legal expert to make decisions.
Perceptive managers must not only respond to social pressures but also need
to anticipate and cope with political and even legal possible. It is clearly not an
easy task.

ETHICAL
Ethics is the discipline that relates to good and bad, with moral duty and
obligations. Many decisions that require administrators to take into account
who may be affected, so present three views or theories of moral ethics.
Utilitarian viewpoint or utilitarian theory of ethics: suggests that plans and
actions are evaluated or take decisions according to their sequences. The
fundamental idea is that the plans or actions should produce the greatest good
for the greatest number of people.
Point of view of law or based on the law of ethical theory: this position is
concerned with the respect and protection of individual freedoms and
privileges, including the right to prevaca, freedom of conscience, freedom of
expression and a legal judgment. The positive side of the rights perspective is
that it protects freedom and prevaca of the individual. But it has a downside in
organizations: it can represent a barrier to high productivity and efficiency by
creating a climate of work too legalistic.
Point of view of the theory of justice of ethics: this requires managers to impose
and enforce the rules with justice and equity and fairness guide to decision
makers.