Please enable JavaScript.

Coggle requires JavaScript to display documents.

PRINCIPLES OF ADMINISTRATION descarga (10) - Coggle Diagram

- - - - Budgets are fiscal plans that allocate the necessary and available resources to certain activities,
        departments, etc. for the realization of its particular objectives, during a specific period of time.
- - - - The control should contribute to the achievement of the objectives through the timely verification of the discrepancies
        with plans to understand corrective action.
      - The control must locate and identify existing flaws or distortions in the plans to indicate the corrections that must be applied to achieve the objectives.
    - - Control must be based on objective, precise and conveniently established standards.
      - The setting of performance and quality standards, when these are established objectively and precisely defined, facilitates the acceptance of who should be responsible for the task and allows for easier and safer control action.
      - Standards or norms provide a method of establishing what should be done.
      - They provide a means of establishing what should be done and what performance or result should be accepted as normal or desirable.
      - Standards can be expressed in time, money, quality, physical units, costs, or rates.
    - - The more an administrator concentrates his control efforts on deviations and exceptions, the more efficient the results of this control will be.
      - What happens within normal standards should not occupy too much of the administrator's attention.
      - The most frequent decisions should become routine and
        delegated to subordinates, while the most serious and important problems are left to superiors.
      - It is an information system that presents its data only when the results actually verified in practice, are divergent or differ from the expected results in some program.
    - - Control measures and reports indicate when activities are not achieving results
        expected, and allow establishing conditions to implement corrective action.
      - Decisions regarding the corrections to be made represent the culmination of the control process.
      - The control is only justified when it indicates provisions capable of correcting the deviations detected or verified, with respect to the plans
      - Its objective is to indicate the failures and errors to rectify them and not to repeat them.
- - - - Horizontal specialization: consequence of the division of labor, since the organization creates and stimulates
        specialization, which allows specific areas of specific powers to develop.
      - Vertical specialization: basic characteristic of all organized activity; it is also a consequence of the division from work. Vertical specialization splits the organ into several hierarchical levels, which specializes the supervision exercised.
  - - - Description of positions is the list of tasks of one or
        more jobs (if identical), which denies their subordination,the quality and quantity of authority attributed to
        who occupies it to assume the responsibilities delegated to him
  - - - These dependency lines are fundamental characteristics of any organization chart.
      - The result of these decisions is a multi-layered pattern known as a hierarchy.
- - - - It is a process that consists of integrating the activities of independent departments in order to pursue the
        goals of the organization effectively and efficiently.
        
        Without this balance, people would lose sight of their roles within the organization and face the temptation to pursue the interests of their department, at the expense of the goals of the organization.
    - - Delegation is a specific management technique.
      - The delegation process includes assignment of tasks,
        delegation of authority and requirement of responsibility to execute them.
      - Any delegation of authority can be recovered by the person who grants it, since one of the characteristics of the delegation is that the original holder does not completely detach himself from that power by delegating it to another person.
    - - The power of each official is impersonal and derives from the position he occupies.
      - The impersonality of the mandate is a form of domination other than leadership.
    - - It refers to the number of people a boss can supervise and to whom he can delegate his authority
      - There is a limit to the number of people a boss can efficiently supervise