The Functions of the Executive: An Integration of Concepts. By: Carlos Alc. There is a long tradition of studying this concept. The purpose of this paper is to present the main ideas that have historically been discussed on this theme and to try to integrate them. We will examine here the main perspectives put forward on the functions of executives, with a focus on top management. The 1. 0 main contributions that we will look at are those presented by Fayol (1.

Al margen un sello con el Escudo Nacional, que dice: Estados Unidos Mexicanos.- Secretaría de Hacienda y Crédito Público.- Servicio de Administración. Comercio minorista. El comercio minorista compra productos en grandes cantidades a fabricantes o importadores, bien directamente o a través de un mayorista.

Barnard (1. 93. 8), Drucker (Lafley, 2. Quinn (1. 98. 0), Kotter (1. Farkas & Wetlaufer (1. Sull (1. 99. 9), Garvin (2. Mintzberg (2. 00. Ricart, Llopis & Pastoriza (2.

Fayol. Fayol was a French mining engineer. In 1. 91. 6 he published his work Administration industrielle et g. The responsibilities of management included: prediction, planning, organization, command, coordination and control. Today some people synthesize this process into four functions: planning, organization, direction and control. Barnard. Barnard was a U. S. For Bernard, executives must give priority to three types of functions. I. Establishing and maintaining a communication system within the organization.

Bernard is recognized as having given importance to the handling of the informal organization, which might be called today organizational culture. This function involves: a.

Designing an organizational scheme. Selecting, providing incentives for and control of the executive personnel. Managing the informal organization to obtain the compatibility of the personnel. II. Securing essential services from its members — in other words, by management — is achieved by: a.

Dentro del capítulo del mercado, es necesario incluir a los canales de distribución por ser estos los que definen y marcan las diferentes etapas que la propiedad de.

Establishing cooperative relations between members and the organization. Encouraging the services of members through incentives, persuasion, and negotiation.

III. Formulating organizational purposes and objectives — curiously Bernard puts this at the end — involves: a. Establishing the purpose of the organization. Dividing the purpose into accomplishing concrete objectives and actions. Kohan 2 Kings Of War Product Code In Setup File. Delegating authority and assigning responsibility to achieve objectives and accomplish stated goals.

Barnard’s theory is very similar to that of Fayol’s, who was also an experienced executive and who came up with the well- known concept of administrative process. Barnard’s plan does not over- emphasize control, but gives great importance to motivation to achieve objectives with effectiveness and efficiency. Drucker. Peter Drucker desarroll. Afortunadamente, un director general de Procter & Gambe, Lafley (2. Making sense of the environment that surrounds us by defining which elements must be taken into account in decisions. Deciding what company has an organizational scheme.

Determining which one does not have one and therefore avoiding it. Balancing current performance with the required investments for the future. Investing in the future reduces profit in the short term because many investments appear as expenses. For a time, investment results in an increase of assets without an equivalent increase in income, while the product is developed, installations are built and a market is created. On the other hand, profits obtained today are certain while performance expected in the future is always uncertain. Shaping values and organizational standards. These are the basic ingredients of an organizational culture that must be channeled in a positive direction.

Drucker emphasizes that the work of the general manager differs from that of other executives in that he/she is the person who mainly can and must “connect the world outside the organization (society, economy, technology, markets and customers) with the world inside the organization. In addition, taking into account that costs are generated only inside the organization while revenue actually comes from outside, the general manager must relate and balance revenues and costs to maintain profitability. Drucker believes that the general manager is the only one who can see the external and internal environment in a holistic manner. Other executives have biases as a result of their responsibilities: they have a narrower view and look more inward. The general manager sees opportunities others don’t see and makes the tough decisions.

He/she is responsible for the overall performance of the organization: its profits, its sustainable growth and the satisfaction of all the groups involved in the organization or stakeholders. Kotter John Kotter (1. Harvard Business School. He conducted an empirical study on the functions of general managers and discovered several patterns in their behavior: They spend most of their time (7. Kotter found that general managers have two key roles: * Setting agendas. Developing agendas for activities with multiple objectives and having the power to implement them.*Establishing networks of contacts. Included in these network are people above, below and at the same level in the organizational hierarchy.

They integrate any person who they can depend on at any given moment. They use direct and indirect influence so that their networks respond to their agendas. The concept of agenda seems to replace that of strategy within Kotter’s framework, and although it is not clearly defined, it seems to list topics, objectives and actions to be performed, in addition to the specific times in which they will be carried out.

The concept of networks as a source of information and mechanism of influence also has grown in recent years. Kotter was among the first authors to use this concept. Although Kotter’s framework involves only two elements, it has the advantage of focusing on few aspects which are, at the same time, two key elements in executive work.

Quinn. Based on a review of the literature published on management, Quinn, a professor at the University of Michigan, uses a conceptual framework called “competing values” to establish four management models for executives. These management models are conceptual frameworks or ways of thinking about the administrative problems facing executives.

These models differ to the degree in which they emphasize control versus flexibility, and to the degree in which they address topics that are external or internal to the organization. Each model operates through two executive roles and each one requires multiple skills.

These models are: Model of rational goals. Emphasis on control and the external perspective. Model of internal processes. Emphasis on control and internal perspective. Model of human relations. Emphasis on flexibility and internal perspective. Model of open systems.

Emphasis on flexibility and external perspective. Table 1. Management Models. I. Model of Rational Objectives.

Each role requires certain abilities and skills. Role of director (clarifies expectations, decisive initiator, gives instructions).

His/her skills include being able to take initiative, establish goals and the ability to delegate effectively. Role of producer (oriented to the task and job, high energy, accepts responsibility). This requires abilities such as self- motivation to achieve high personal productivity, motivating others, and time and stress management.

II. Model of Internal Processes. Involves skills such as receiving and organizing information, assessing data with critical thinking and presenting information effectively. Role of the coordinator (maintains the structure and flow of the process, is reliable and facilitates the work). Requires skills in planning, organizing and design, and control. III. Model of Human Relations. These executives act as facilitators and mentors. Role of the facilitator (stimulates the collective effort, develops cohesion and morale, facilitates group solutions of problems).

His/her skills include developing work teams, participatory decision- making, and conflict management. Role of the mentor (develops personnel through orientation, concern for employees he may have protected). Skills include understanding oneself and others, interpersonal communication and development of subordinates. IV. Open Systems Model.