Please enable JavaScript.
Coggle requires JavaScript to display documents.
Administration and Organization of Shipping Companies, Jorge Romero -…
Administration and Organization of Shipping Companies
The Administrative Process
Organization
After the direction and format of future actions have already been determined, the next step in carrying out the work will be to distribute or indicate the necessary work activities among the members of the group and indicate the participation of each member of the group.
Important Organization Activities.
Subdivide work into operating units (departments)
Group operational obligations into positions (posts reg. X department)
Gather operational positions in manageable and related units.
Clarify the requirements of the position.
Select and place individuals in the appropriate position.
Use and agree on the appropriate authority for each member of the ad.
Provide personal facilities and other resources.
Adjust the organization in light of the control results.
Direction or Execution
To physically perform activities resulting from the planning and organization steps, the manager must take steps that initiate and continue the actions required for group members to perform the task.
Important Execution Activities
Put into practice the philosophy of participation by all those affected by the decision.
Drive and challenge others to do their best.
Motivate members.
Communicate effectively.
Develop members to realize their full potential.
Reward with recognition and good pay for a job well done.
Meet the needs of employees through work efforts.
Review execution efforts in light of control results.
Planning
It is the determination of the objectives and choice of courses of action to achieve them, based on the research and elaboration of a detailed scheme to be carried out in the future.
Beginning
Objectivity and quantification: Establishes the need to use objective data such as statistics, market studies, probabilistic calculations, mathematical models, and numerical data when developing plans to minimize risks.
Flexibility: it is desirable to establish margins of slack to deal with unforeseen situations.
Feasibility: What is planned must be achievable
Unit: All company-specific plans must be integrated into a general plan and directed to the achievement of general purposes and objectives.
Strategy exchange: When a plan extends relative to time (long term), it will need to be completely redoed.
Control
Managers have always found it convenient to check or monitor what I know is doing to ensure that others' work is progressing satisfactorily toward the predetermined goal.
Important control activities
Compare the results with the general plans.
Evaluate results against performance standards.
Devise effective means to measure operations.
Communicate what the means of measurement are.
Transfer detailed data to show comparisons and variations.
Suggest corrective actions when necessary.
Inform the members responsible for the interpretations.
Adjust the control to the light of the control results.
Control
Control Types
Preliminary Control
This control takes place before beginning operations and includes the creation of policies, procedures and rules designed to ensure that planned activities will be executed with preliminary.
Concurrent Control
This control takes place during the action phase of executing plans and includes the direction, monitoring, and synchronization of activities as they occur.
Feedback Control
This type of control focuses on the use of information from the above results, to correct possible future deviations from the acceptable standard.
Control process
Measuring results: In many ways this is the easiest step in the control process; difficulties have allegedly been overcome by the first two steps.
Take corrective action: This step is necessary if the results do not meet the established (standard) levels and if the analysis indicates that action should be taken.
Establish standards and methods for measuring performance: Represents an ideal plane, the goals and objectives that have been set in the planning process are defined in clear and measurable terms, including specific deadlines.
Feedback: It is basic in the control process, because through feedback, the information obtained is adjusted to the administrative system over time.
Meaning
Control is an element of the administrative process that includes all activities that are undertaken to ensure that the actual operations match the planned operations.
Control System
Marketing Control
It is carried out by studying reports and statistics that analyze whether or not logical market targets have been met
Sales Control
Forecasts and sales quotations are essential for the establishment of this control.
Purchasing Control
a) Appropriate selection of suppliers.
b) Evaluation of the quantity and quality specified by the requesting department.
c) Control of orders from the time of requisition to the arrival of the material.
d) Determination of the order point and reorder.
e) Price check.
Finance Control
It provides information about the financial situation of the company and the monetary performance of the resources, departments and activities that make up it.
Inventory Control
It is responsible for optimally regulating stocks in the warehouses of both spare parts and tools, raw materials, products in process and finished
Quality Control
It refers to the monitoring that must be done to check a specific quality in both raw materials and finished products
Human Resource Control
Its role is to assess the effectiveness in the implementation and implementation of each and every staff program and the fulfillment of the objectives of this department
Production control
The control function in this area seeks to increase efficiency, reduce costs, and uniformity and improve product quality, applying techniques such as time studies
Administrative Planning
Plan Types: Strategic, Operational
Tactical or functional.
These determine more specific plans that refer to each of the departments of the company and are subordinated to the Strategic Plans.
Operative
Operational plans are short-term and refer to each of the units in which an area of activity is divided.
Strategic
They are the ones that establish the general planning guidelines, serving as the basis for the other plans (tactical and operational)
Fases de Planificación
Forecast for the future
The forecast of the future or forecast is defined as the set of trends observed in each scenario situation and formalized in hypothetical reasoning.
Target design
In simple terms, objective is what you want to achieve through a sequential and temporal approach process.
Stage Construction
A scenario is a situational model that describes the logical succession of events, from the present to the future, in order to elaborate the prognosis of possible actions over a given period.
Strategy design
The role of strategic planning is to “ride” on the forecast to orient objectives toward expected, desired, or provoked outcomes and to establish the trajectories that go from the image—the objective of an initial situation—to the actual objective of a terminal situation.
Historical Review
Studying the behavior of actors or social forces in the past, comparing their present actions with expectations of change, studying values and beliefs
Strategy design
The plan is a representative model of the practical actions that have been decided to implement.
Elements
Choice
La planeación implica la determinación, el análisis y la selección de la decisión más adecuada.
Future
Planning seeks to anticipate future situations and anticipate uncertain events, prepare for contingencies, and chart future activities.
Change of strategies
When planning it is necessary to determine various paths, ways of action and strategies, to achieve the objectives.
Advantages and desadvantages
Advantages
It allows to simulate the future, in terms of opportunities and dangers facing the company, and thus makes it easier to make better decisions.
It effectively allows the company to be regarded as a system, and thus avoid underutilization of parts of the system at the expense of the system as a whole.
It requires the management level to ask and answer key questions for the company, to which it must pay attention.
It provides an appropriate structure for decision-making at all levels.
It is an excellent communication channel, through which all the staff of the company deal with problems that are substantially important, both for them
It is necessary for the best performance of the company in the development of its basic functions.
Disadvantages:
It doesn't guarantee success.
Forecasts may be wrong.
Internal resistance can reduce its effectiveness.
Its implementation is costly; particularly because of the requirements of specialized staff.
Planning is difficult. It requires a high degree of imagination, analytical ability, creativity and fortitude to select and commit to a certain course of action.
Beginning
Flexibility
In drawing up a plan, it is appropriate to establish margins of clearance to deal with unforeseen situations and to provide new courses of action that are easily in line with their approach, and harmonious as to the balance and interrelationship that must exist between them.
Unit
All company-specific plans should be integrated into a general plan and targeted at the achievement of general purposes and objectives, so that they are consistent in their
Objectivity and quantification
When planning it is necessary to rely on real data, accurate and accurate reasoning, and never on subjective opinions, speculations or arbitrary calculations.
Change of strategies
When a plan extends relative to time, it will need to be completely redoed.
Feasibility
What is planned must be achievable; it is inoperative to develop overly ambitious or optimistic plans that are impossible to achieve.
Concept
"It is the process of evaluating all relevant information and likely future developments, resulting in a recommended course of action: a plan", (Sisk, s/f).
"It is the process of setting goals and choosing the most appropriate means for achieving them before taking action", (Goodstein, 1998).
"It is the process that is followed to determine exactly what the organization will do to achieve its objectives" (Ortiz, s/f).
"Planning... anticipates decision-making. It's a process of deciding... before action is required" (Ackoff,1981).
"It is the process of setting goals and choosing means to achieve these goals" (Stoner, 1996).
Organization
Organizational structure
The structure of the organization encompasses those factors that, not being typical of the task, directly influence it.
Topics that must be part of an organizational structure definition
Field. The organizational structure must include a model of coordination and interaction between members of the organization.
Stability. The structure must be stable, that is, it leads to a certain permanence over time.
FORMAL-INFORMAL CHARACTER OF THE STRUCTURE. The formal organizational structure includes all the relationships between the established members of the organization
Organization Types
Line Organization – Functional
It combines the types of linear and functional organization, taking advantage of the advantages and avoiding the disadvantages inherent in each, while retaining the functional specialization
Staff Organization
This type of organization does not enjoy line authority or decision-making power, arises as a result of large companies and the advancement of technology, provides expert and advisory information.
Functional or Taylor Organization
It consists of dividing the work and establishing the specialization so that each man, from the manager to the worker, perform as few functions as possible.
Organization by Committees
It consists of assigning the various administrative matters to a body of people who come together to discuss them and make a decision together.
Linear or Military Organization.
It is characterized by the because decision-making activity is concentrated in a single person, who makes all decisions and has the basic responsibility of command
Concept
The word organization has three meanings; the first, etymologically, comes from the Greek organo meaning instrument; another refers to the organization as an entity or social group; and another refers to the organization as a process.
Advantages and disadvantages
Functional or Taylor Organization
Advantages
Greater specialization.
You get the highest efficiency of the person.
The division of labor is planned and not incidental.
Manual labor is separated from intellectual work.
Decrease pressure on a single boss by the number of specialists the organization has.
Disadvantage
Difficulty locating and fixing responsibility, which seriously affects the discipline and morality of workers by apparent or actual contradiction of orders.
The principle of the united command is violated, leading to confusion and conflict.
The unclear definition of authority results in friction between bosses.
Organization by Committees
Advantages
The solutions are more objective, as they represent the combination of several criteria.
Responsibility is shared among all who make up the committee, not by rescaying the committee on a single person.
It allows ideas to be founded and criticized.
Expertise is made the most of.
Disadvantages
It results in a struggle for power, both from the functional manager and the product manager.
It works through many meetings, which means waste of time.
There is confusion about who depends on who, which can lead to a leakage of responsibilities and a lack of delimitation of authority.
Staff may feel that your immediate boss does not directly appreciate your experience and ability.
Linear or Military Organization
Advantages
Easier decision-making and decision-making.
There are no conflicts of authority or leaks of responsibility.
It's clear and simple.
Useful in small businesses.
Discipline is easy to maintain.
Disadvabtage
It's rigid and uncompromising.
The organization depends on key men, which causes disorders.
It does not encourage specialization.
Executives are overwhelmed with work, causing them not to do their management, but simply to work.
Direction
Leadership
It is to refer to a controversial concept, the practice of which has been the subject of many social research, ranging from the profile that leaders have developed and adapted throughout history, even the identification of the elements or circumstances that generate them and keep them at the forefront of social groups.
Comunication
Organizational communication according to Fernández (1999) can be divided into:
Internal Communication: when the programs are aimed at the organization's staff (managers, average management, employees and workers).
External communication: When directed to the different external audiences of the organization (shareholders, suppliers, customers, distributors, government authorities, media, etc.).
Communication in any group concerned is of vital importance as it involves individuals not only in their role as communicators, but in the good use that information is given.
Motivation
Motivation is the most important work of the Directorate, while it is the most complex, because through it the execution of the work is achieved.
Multiple theories exist in relation to motivation, but they can all be grouped into two major trends:
Teorías del contenido.
Theories of learning or external approach.
Grups
People who work together in groups to achieve a goal need to have roles to play. They must have roles to play.
Personnel Integration, Management and Control
The qualities of the leader
You must develop leadership skills and attitudes to lead your organization to success, having clear and concrete goals, and meeting them with the highest quality, to achieve the greatest benefits.
Management as the foundation of administration
People should be used in their positions and functions, trained, guided and motivated to achieve the results expected of them.
Management, which follows planning and organization, is the third administrative function. Defined the planning and established the organization, just subtract march.
The address can be presented at three different levels:
Global level: covers the company as a whole; is the address itself. It concerns the president of the company and each director in their respective area.
Departmental level: covers each department or unit of the company. It's so-called management.
Operational level: Covers each group of people or tasks. It's called monitoring. Includes the base staff of the organization chart.
Conflict and its administration
Conflict is an organizational feature. Its cause is mainly caused by the selfishness of men and usually manifests itself with disputes or struggles between departments or levels between themselves, it is like they start fighting over who is best in every thing and that generates a conflict that is later reflected in the final goal.
Structural conflict can occur along the horizontal or vertical dimensions of an organization.
Line and general staff units are designed to be highly interdependent, and the conflict between them can be seen as a special case of conflict between interdependent units.
Role conflict occurs when an individual or group is identified with 2 or more groups that have distinct and incompatible objectives and values, it is assumed that an individual who when the employee or subordinate receives orders only from a manager.
Paper ambiguity is intimately associated with conflict and has been described as "the lack of necessary information in a given organizational position."
Decision-making
Decision-making process
Develop all alternatives.
Deploy the alternatives. The person who must make a decision has to draw up a list of all the alternatives available for the solution of a particular problem.
Evaluate alternatives.
The evaluation of each alternative is done by analyzing it with respect to the weighted criterion.
Assign weight to criteria.
The criteria listed in the previous step are of no equal importance. It is necessary to weigh each of them and prioritize their importance in the decision.
Select the best alternative
Once the best alternative was selected, the end of the decision-making process was reached. In the rational process, this selection is quite simple.
Identify decision criteria.
Once the need to make a decision is determined, the criteria that are important to it must be identified.
Decision-making bases
There are two main types of decision-making bases for quantitative and qualitative decision-making bases.
Databases no data
Non-quantitative means are useful, not only for the problems that concern the objectives, but also for the problems they deal with with the means of achieving the objectives.
Data of data
This is the ability to employ techniques presented as quantitative methods or operations research, such as linear programming, waiting line theory
Classification: Scheduled, unscheduled
A scheduled decision applies to routine or structured issues. Tome operators have specifications and rules that tell them if the part they have made is acceptable, has to be discarded, or has to be processed again.
Concept
Classical theory defines decision-making as a sequence of independent elections conducted by executives with formally delegated powers.
Jorge Romero - Cédula 3-724-749