Topic No.

1
THE DIRECTION

1. INTRODUCTION

Since the beginning, humanity has sought ways to organize itself to face challenges that it has
they faced trying to improve, giving quality to the activities that were undertaken, fulfilling
in this way, the objectives that are expected and carried out through individuals or groups of people

That is why management is important as it is "a process of creating, designing, and maintaining a
environment in which people can work or collaborate in groups to achieve efficiency
selected goals. Robbins

The Direction, therefore, is necessary as it allows for the achievement of objectives and even more so in the
organizations, and these can only be achieved if employees take an interest in them, this in turn
it will be easier if individual objectives are met by achieving the organization's goals and if these
do not hinder their self-fulfillment.

When talking about administrative management, many think it is easy to execute, but in reality
It involves a great effort and steps that must be followed to achieve it.

Direction: It is the application of knowledge in decision-making; which is the process through

which involves making a choice between different possible alternatives to resolve various situations
in different circumstances using quantitative methodologies provided by management. The
decision-making basically consists of choosing an option among the available ones, for the purpose of
resolve a problem, even when there is no latent conflict evident.

Likewise, the executive must adapt the leadership style and his way of acting accordingly.
the situation. Adopting a particular style is not to everyone's liking, but corresponds
to each situation

Another important point is communication, it is fundamental for management, it is a tool that

it considers many factors that must be taken into account to strengthen relationships with
employees, similarly, the executives must be effective communicators, creating the right synergy
for the achievement of the company's objectives

Motivation is the most important task of management, and one of the most complex, because through
she achieves the execution of the work to achieve the objectives.

The management requires a leadership that is the ability to coordinate a group and motivate them.
to achieve the objectives of the organization, the leader, the group, and the group members.

Similarly, there are management levels such as top management, middle management, and operational management. But
not all organizations handle it the same way, there are other methods such as centralization or
decentralization.

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 2. EVOLUTION OF MANAGEMENT AS A FIELD OF STUDY

The administration has gone through significant evolutionary stages and as a consequence, management as
function, these stages are what give rise to the administration that we can see today.

Current administrative knowledge is the result of a long and ongoing transformative process.
thanks to the contributions made by great thinkers in history giving rise to different theories,
approaches, perspectives, and tools

2.1 CLASSICAL APPROACH

The classical theory of management is distinguished by its emphasis on structure and functions that
must have an organization to achieve efficiency.

The classic approach to management can unfold into two different orientations and even
certain opposing points, but that complement each other:

On one hand, scientific management, developed in the United States by Frederick Taylor.
basic concern at that time was to increase the productivity of organizations through the
efficiency at the level of the workers. Hence the emphasis on analysis and division of labor.

In this sense, the approach of scientific management is a bottom-up approach.

worker towards the supervisor and manager) and of the parts (workers and their positions) for the whole (organization
business). The emphasis on tasks is the main characteristic of scientific management.

While the movement developed in France, with the work of Fayol, is often remembered.
as the founder of the classical school of management, not because he was the first to study the
managerial behavior, but because he was the first to systematize it. Fayol believed that the
Successful administrative practices follow certain patterns, which can be identified and analyzed.
Fayol was interested in total organization and focused on management, which, in his opinion,
it was the most neglected business operation.

His concern was to increase the efficiency of the company through the shape and arrangement of the
component organs of the organization and their structural interrelationships. Hence the emphasis on the
anatomy (structure) and in physiology (functioning) of the organization. In this sense, it is a
top-down approach (from direction to execution) of the whole (organization) to its
component parts (departments).

The emphasis on structure is its main characteristic. The origins of the classical approach to
Administration traces back the consequences generated by the industrial revolution. They could be summarized.
in two generic facts:

a. The accelerated and disorganized growth of companies: caused an increasing complexity in

its administration required a purified scientific approach to replace improvisation until
then dominant.

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b. The need to increase the efficiency and competitiveness of organizations in the sense of
obtain the best possible performance from your resources and face the competition that arises
increased among the companies

Fayol created favorable scenarios for administrative efficiency and, consequently, for the generation of
utilities for the company. These scenarios were supported by an instrument of
research and application of the administrative practice called administrative process (planning,
organize, direct, coordinate, and control). In other words, a structure of administrative principles (14 in
general), a study of the functions of a company, the ideal profile of a manager and their relationship with
the function it performs, and a complete philosophy of administrative practice as a science.

The contributions developed as a result of this research provided an extensive body of

knowledge related to: plant design, work, work methods, and other aspects of the
work management. It aimed to create a mental revolution among the workers and management
by defining clear guidelines to improve efficiency in production.

These were Fayol's contributions along with Taylor's scientific management, which formed a
solid knowledge of management for many decades.

2.2 BEHAVIORIST APPROACH.

This approach emerged because the classical approach did not always achieve total efficiency and harmony.
in the workplace since problems arose because people's behavior was
different from classical postulates. Consequently, the interest arose to help managers to be more
effective in the management of people.

Part of the fact that for a better understanding of human resource behavior in
Organizations; it is necessary to understand the causes that give rise to human behavior.

It arises from the research that Elton Mayo conducted at Hawthorne in the mid-years
twenty, where I study the different environmental, psychological, and group conditions, using
for studies on motivation, participation, groups, etc.

It focuses on topics such as motivation, communication, leadership, and group formation.

work that can assist managers in the different human aspects of their job.

Essentially, this approach is based on the belief that the key to greater productivity in the
organizations were the increase in employee satisfaction therefore it analyzes people
and their behavior based on the idea that motivation improves the productivity of the company.

Consider the relationships of people in the organizational context as the relevant factor for
manage organizations with efficiency and adequate productivity.

2.3 APPROACH OF MANAGEMENT SCIENCES

The approach of management sciences is a modern version of the classical approach focused on the
work administration, as the prominent theorist of the scientific management movement
Gilbreth insisted on the application of statistics to business management.
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I considered that this would be a great help for the administration, as it comes from historical records of
an organization can learn how to improve processes.

Considering that mathematics and, in general, all disciplines that serve to quantify and
Calculating operations are as old as management, as it has always required them.
them to plan, make decisions, and assess results. If one considers that one of the
The main functions that an administrator performs is making decisions, so they need to know
all the accounting, financial, and mathematical tools to assess plans and decisions in
general

Operations research is a basic tool for decision-making in the

organizations by their quantitative approach, supported by mathematics. It is a branch of the
Administration that consists of the use of mathematical models, statistics, and algorithms for decision making
of decisions. It allows for the analysis of decision-making taking into account resource scarcity,
to determine how to optimize a defined objective, such as maximizing profits
or the minimization of costs.

Companies must have these methods to solve resource optimization problems.

in the entity

The most important objective of the application of operations research is to support in the 'optimal decision-making'
of decisions" in systems and in the planning of their activities.

The fundamental approach of operations research is the systems approach, by which, unlike
From the traditional approach, the behavior of an entire set of parts or sub-systems is studied.
that interact with each other, the problem is identified and its repercussions are analyzed, and solutions are sought
integral solutions that benefit the system as a whole.

2.4 INTEGRATION THREE APPROACHES

For the past 25 years, efforts have been made to integrate these three approaches to business management, two of
they are the systems approach and the contingency approach.

The Systems Approach in Business Management is a way of thinking about problems in the
direction, as it views the organization as a group of interrelated parts with a
unique purpose for which managers cannot handle the parts separately.

The approach views the organization as a dynamic whole, thus the problem-solving
they are not carried out as individual problems, but rather they intervene in a total system of parts
interrelated through the use of planning, organizing, directing, and controlling functions

It is important to consider that an organized company does not exist in a vacuum; on the contrary, it...
The company is part of a larger set of systems, such as the industry to which it belongs.
the same economic system and society. As a result, it receives inputs, transforms them and
export the outputs to the outside, as shown simply in Figure No. 1

The systems approach provides the following principles:

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 The company is an open system that interacts with its environment, from which it is separated.
for some flexible limits.
The company has a central mission that ensures all parts of the company fulfill their
functions oriented towards that common purpose
Globalizing vision of the company, considering it integrated into the surrounding environment.
The actions of any part of the company affect the entirety of it.
Synergy. The whole is greater than the sum of its parts. If all the sections of the company
When they cooperate with each other, better results are achieved than if they act in isolation.

Basic Model of the Organization as a System

RESOURCES CAPABILITIES RESULTS

. Humans ADMINISTRATIVE AND
. Goods and services
. Materials TECHNOLOGICAL . Losses and profits
. Team . Planning . Development and satisfaction
. Financial . Organization of employees
. Information . Address
. Control
. Technology

Process of Products
Supplies Transformation

Feedback from the environment

INFORMATION ABOUT:
. Results
. Status organizacional

Figure No. 1

The contingent approach applied to the study of organizations is a concretion of general theory.
of systems and is based on the consideration of possible contingencies or conditions of the environment of the
organization to establish, based on them, the structural design or actions
most suitable administrative actions for each situation.

The administrator's task will be to identify the contingent factors that define a
given situation, observe how they interact with each other and with the situation, and try to find the
most appropriate administrative response to that specific set of variables. In short, identify
the technique that will best serve to achieve the desired goals in a situation, under certain circumstances
and at a specific moment.

The contingent approach explains that there is a functional relationship between environmental conditions.
and the appropriate administrative techniques for the effective achievement of the organization's objectives. It makes
emphasis on the fact that there is nothing absolute in organizations, everything is relative, everything depends on

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some factor, that is, organizational efficiency is not achieved by following an organizational model
unique.

3. MANAGEMENT OF BUSINESS ACTION

The directing function is directly related to the way in which objectives must be achieved.
objectives through the activity of the people working in the organization.

The direction is the administrative function that refers to interpersonal relationships of the
administrators with their subordinates. For planning and organization to be effective,
they require to be complemented with the guidance provided to individuals through communication and the
leadership and motivation skills. Organizations are made up of people, and it is through
the organized activity of these, through which individual objectives can be achieved by the
conjugation of collective efforts.

That is why when the direction of business action is mentioned, it focuses on the management of the
activities of members acting in organizations, without forgetting that employees, as
people do not live exclusively within companies, they are members of other organizations
those who also depend on them to live and where they perform other social roles.

4. CONCEPT OF MANAGEMENT

The direction constitutes one of the most complex administrative functions; it includes orientation, guidance
the execution, communication, and leadership, that is, all the processes that managers use
to influence subordinates so that they behave according to expectations
company. While the other administrative functions of planning, organization, and control have
Impersonal character, management constitutes an interpersonal process that determines relationships.
among people, it is related to human resources.

Since there are no organizations without people, managing the human variable is an important aspect.
challenge, since these only work if people occupy the positions and perform their roles of
agreement with the needs. If one wanted to understand the behavior of companies, it should be
study the behavior of people within themselves.

Directing means interpreting plans for others and giving them instructions on how to implement them.
In practice, it means knowing how to explain things to people so that they do them well and promptly.
That in all organizations, the various resources must be combined in appropriate proportions.
to produce a certain result of products or services.

Just as companies are very variable and different from each other, the members are different from each other.
There are two alternatives for studying people in an organization:

a. People as such endowed with their own personality traits and individuality,
aspirations, values, attitudes, motivation, and individual goals

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 b. People as resources, endowed with skills, abilities, expertise, and knowledge
necessary to fulfill the business task

The alternative of perceiving people as business resources should not overlook the ...
particular aspects of personality, individuality, expectations, values, motivations, etc., of the
different people.

What complicates everything is that companies are people; companies are groups; companies are
companies. Managers manage people; administrators manage groups; the
Administrators are members of groups; administrators are members of companies.

For all the mentioned aspects, it is clear that management occupies an essential place in administration.
and makes it the heart of the administration.

Regarding the direction, the following concepts can be mentioned:

Direction is the process by which the

David Hampton
administrators seek to influence their subordinates
to achieve goals and this through communication.

The Direction is the executive function of guiding and overseeing the

Koonst and O'Donell
subordinates.

Once the social group is established, the aim is to make

to function, such is the mission of management, which consists of
Fayol
for each boss to achieve the maximum results
possible elements that make up your unit, in
interest of the company.

The direction is to coordinate the essential efforts of

Chester Barnard
those who are part of the cooperative system, trying to
obtain the results that were anticipated and planned

Stephen Robbins Direction is the executive function of guiding and overseeing the
subordinates.

DIRECTION is that element of administration in which the effective realization of everything is achieved.
the planned by the authority of the administrator, exercised based on decisions, whether taken
directly or by delegating such authority, and it is simultaneously monitored that they are fulfilled in the
proper form all orders issued. Therefore, the direction implies: Delegation, authority,
communication and supervision

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 5. IMPORTANCE OF MANAGEMENT

Management is an essential and central part of administration, to which they must be subordinated and ordered.
the other elements, since if it is: Plan, organize, integrate and control, it only serves to do or
execute

It would be of no use to use complicated techniques in any of the other elements if they do not
achieves a good execution. It will be useful and interesting if it allows for better direction and performance.

It could also be noted that this element of management is the most real and human, it has to
to see with specific people, with problems as they really are. For this reason, this is a stage
of greater unpredictability, speed, where a small mistake can sometimes be difficult to
irreparable, since there is difficulty in predicting human reactions.

It is important because:

Implement all the guidelines established during planning and organization.

Through leadership, the most desirable behaviors in the members are achieved.
organization.
Good leadership is decisive for employee morale and, consequently, in
productivity.
The quality of the leadership is reflected in the achievement of objectives, the implementation of methods.
of organization, and in the effectiveness of control systems.
Through it, the necessary communication is established for the organization to function.

6. PRINCIPLES OF MANAGEMENT

Coordination of interests

Leading involves facing a workforce that has a diversity of skills, interests,

thoughts and levels of commitment, so the Administrator - in their task of leading - must achieve
that these different interests and abilities harmonize with each other, with the purpose of being far from
a hindrance turns into the strength that drives the group to achieve its objectives
organizational and that everyone feels committed, feeling them as their own.

It does not mean that individual or particular interests are sacrificed, nor the subordination of the
activities of each department and section, in pursuit of the general goal, but it is precisely for
to better achieve this for what it consisted of being part of a company and subordinating its activity to
she.

b. Impersonality of command

It implies the need to consider people's natural resistance to receiving impositions of

other people and the tendency to impose one's own will over others.

For this reason, it is necessary to depersonalize orders. In reality, the immediate source of an order in a
organization arises from the situation that demands or claims, and from the authority of a leader, only in the sense
forced by his responsibility regarding that situation, "chooses" the means to resolve it.
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A good boss will assume the position that they owe it to a situation that demands or requires a solution that
it involves both the superior and the subordinate, showing its importance. This aspect is necessary
highlight, since an order without a reason is generally not accepted.

Consequently, impersonality of command means that authority in the organization must be exercised,
more as a need of the organization than as an exclusive result of the will of the one who
command.

c. Hierarchical Route

When one of the levels is omitted, it results in a injury to the prestige and morale of the omitted level.
there is often a loss or weakening of their authority, confusion among subordinates, and above all
everything gives rise to the duplication of command.

If a superior boss establishes intermediate levels of hierarchy, it is because they are needed, therefore they must
respect them or otherwise make them disappear.

When special and extraordinary circumstances require that a superior issue orders directly
without passing them through the intermediate bosses, (in absence, urgent problems, due to the
importance of the order) the reason for taking this exceptional measure must be explained and
notify the middle managers immediately so that they take it into account and avoid duplication
of command

Another case in which the hierarchical chain should be broken, bypassing intermediate bosses, is in the assumption
It is about an order of such importance that justifies the senior chief to issue it directly.
in exceptional form. For the reasons stated above, the following circumstances must be met;

That the order is really so important that it warrants breaking the established channels.
That this occurs in an exceptional and extraordinary manner, otherwise if the jump of the chiefs
intermediaries would be constantly occurring, in reality this would mean that the bosses
inferiors are unnecessary or considered unprepared for their position.
That preferably the order is given in their presence and explaining the exceptional and
transcendental of the order, which will justify the break of the hierarchical path.

One of the errors in the organization that leads to breaking this principle is the appointment of
assistants, coordinating assistants, deputy heads, in which it is considered to have people without authority,
but those who are placed at an intermediate level in the organization's hierarchy, in fact, are
create people without authority on whom all the responsibility is intended to be placed.
Regardless of how unjust and annoying the situation of these officials is, the efficiency of the
the organization suffers serious setbacks, as one of the figures that best fosters the
emergence of problems.

d. Direct supervision

In this sense, the Administrator must take care of generating and ensuring that it functions correctly.
chain of command and the communication channels that allow not only to issue orders,
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request reports and receive answers, but rather provide mechanisms and means of constant supervision,
which give them the ability to control, through the chain of command, each of the
processes in which they are found.

e. Conflict resolution.

The conflict is an obstacle to coordination. Deferring its solution is to leave an element that hinders.
to this. Therefore, it is better to resolve conflicts as soon as possible, even when the solution does not
always satisfy everyone. This damage is better than the uncertainty and permanence of conflict.
Thus, it is contrary to administrative efficiency to let problems resolve themselves.
the passage of time.

f. Utilization of conflict

One must seek to take advantage of the conflict to force the meeting of solutions. Mary Parker Follett,
It states that every conflict, like every friction in the physical world, is inherently an obstacle to the
coordination but just as friction can be exploited, so can conflict
constructive. Conflict has the virtue of forcing the mind to seek solutions that are advantageous
In both parts, apart from this effect, it divides the way of resolving conflicts into three:

For domination
When one of the conflicting parties gets everything they wanted, based on the loss.
corresponding to the other of its claims.
For commitment or reconciliation.
When both parties resolve their conflict by conceding part of their claims.
from when an arrangement is achieved in which two conflicting parties partially concede what to
they believed they had the right.
Through integration or coordination.
When both parties manage to fully realize their claims, apparently
antagonistic or irreducible, based on a rethinking of the problem that allows one to see that
the present dilemma is not complete (it's not about this or that but that there is more
unexpected possibilities that at first) allows finding a solution
satisfactory for everyone.

7. THE DECISION AND COMMAND IN THE COMPANY

All members of the organization make decisions, but decision-making is important.

in the work of a manager. For this reason, managers when planning, organizing, directing and
those who make the decisions are in control.

The fact that almost everything a manager does requires decision-making does not mean that the
decisions are always long, complicated, or routine, they depend on certain conditions
and factors that determine them.

7.1 ESTILOS DE TOMA DE DECISIONES

The decision-making styles of managers vary across two dimensions.

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 The way of thinking. Some people are more rational and logical when processing information.
A rational person studies the information in order and ensures that it is logical and
congruent. Others are intuitive, they do not process the information in a certain order, but rather see it in
set.
The tolerance for ambiguity. Some people tolerate ambiguity poorly, so
they need there to be consistency and order in the way they structure the information for
minimize ambiguity. Others tolerate high degrees of ambiguity and can
process many ideas at the same time.

These two dimensions generate four decision-making styles:

Directive style. They tolerate ambiguity poorly and their way of thinking is rational. They are efficient and
logical. They make quick, short-term decisions. Their efficiency and promptness in decision-making.
they make them fulfill this function with minimal information and evaluate few alternatives.
Analytical style. They tolerate ambiguity and require more information and consider more.
Alternatives are characterized by their ability to adapt to or face unique situations.
Conceptual style. They have very broad objectives and seek many alternatives. They focus on
the long term and they are very good at finding creative solutions to problems.
Behavioral style. They work well with others. They are interested in the achievements of others and accept.
suggestions. They call meetings to communicate, although they try to avoid conflicts. The
Acceptance of others is important for those with this decision-making style.

7.2 CONDITIONS FOR DECISION MAKING

There are three conditions that managers face when making decisions:

Certainty. It is the situation in which the manager can make correct decisions because he knows
the results of all the alternatives, but most managerial decisions do not
they are like this.

Risk. It is the one in which the decision-maker estimates the probability of certain outcomes.
In risky situations, managers have historical data to assign probabilities to
the alternatives.
Uncertainty. It occurs when a decision has to be made without being sure of the
results and even without having reasonable calculations of the probabilities. In these
conditions, the choice of an alternative is influenced by the fact that the one who decides
has little information, as well as about the psychology of this person.

7.3 TYPES OF PROBLEMS AND DECISIONS

Managers of all organizations face various kinds of problems and decisions when
they do their job. Depending on the nature of the problem, managers turn to various types of
decisions.

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Structured problems and programmed decisions. Some problems are simple. The goal of those who
making decisions is clear, the problem is known and the information about it is defined and gathered
easily.

Unstructured problems and unprogrammed decisions. Not all problems faced by managers are
structured nor resolved with a programmed decision. In many situations of the
organizations managers face unstructured problems that are new or unusual and for
of which the information is ambiguous or incomplete.

When problems are unstructured, managers must make an unprogrammed decision.

to arrive at unique solutions. Unprogrammed decisions are unique, do not repeat, and require
tailored solutions.

Decision-making method
Errors
. Rationality
taking of
Problems and decisions . Intuition
decisiones
. structured and
scheduled
. without structuring or
to program Decision
. Choose the best alternative
Decision-making process
. Deploy
decisions . Evaluate

Conditions of taking of
decisions
. Certainty
. Risk
. Uncertainty Decision-making style
. Executive
. Analytical
. Conceptual
. Behavioral

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