ADMINISTRATIVE THEORY Credits: 4
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El Aporte Antropológico De Leonardo Polo a La Universidad Y a La Teoría
UNIVERSIDAD DE NAVARRA INSTITUTO EMPRESA Y HUMANISMO EL APORTE ANTROPOLOGICO DE LEONARDO POLO A LA UNIVERSIDAD Y A LA TEORIA DE LA EMPRESA TESIS DOCTORAL Silvia Carolina Martino Director Prof. Dr. Juan Fernando Sellés Dauder Co-Directora Prof. Dra. Concepción Naval Durán PAMPLONA – ABRIL, 2017. ÍNDICE ÍNDICE .............................................................................................................................. 3 INTRODUCCIÓN ............................................................................................................. 9 Agradecimientos ........................................................................................................ 28 PRIMERA PARTE .......................................................................................................... 30 Capítulo 1. El Planteamiento Antropológico de Leonardo Polo. ............................. 30 Introducción ...................................................................................................... 30 1.1. Semblanza y trayectoria intelectual. El autor ............................................. 33 1.1.1. Recorrido intelectual y biográfico ........................................................ 34 1.2. Propuesta antropológica de Leonardo Polo ............................................... 45 1.2.1 El método filosófico poliano ................................................................ 46 1.2.2. La ampliación trascendental ................................................................. 51 1.2.3. La distinción real de -
Management Control Systems : a Short History from Fayol to Forrester
Calhoun: The NPS Institutional Archive Theses and Dissertations Thesis Collection 1965-04-01 Management control systems : a short history from Fayol to Forrester. Dunlevy, John H. George Washington University http://hdl.handle.net/10945/12586 N PS ARCHIVE 1965 DUN LEVY, J. John H. Dunlevy Management Control Systems.. ' IT CCNTROL SY • r mssosr f« % tc tommm John H. Eunlevy h Bachelor of Science (Commerce) University of Notre Dane, 1951 A Thesis Submitted to the School of Government, business and International Affairs of The George Washington University in Partial Fulfillment of the Requirements for the Degree of Master of Business Administration April 26, 1965 Thesis directed by Karl S. Stromsem, Ph. Professor of Public Administration I j j DUDLEY KNOX LIBRARY MONTEREY CA 93943-5101 • '. .. TABLE Of CONTENTS Ptgl ILLUSTRATIONS ir ACS T Chapter I THE FAYOLIAN CONCEPT OF MANAGEMENT CONTROL 1 II SUBSEQUENT VIEWS OF CONTROL IN ORGANIZATIONS 18 The "Principle*" of Control The Active Element in Management Control The Informational Aspects of Control III THE MANAGEMENT SCIENCE CONCEPT OF CONTROL IN ORGANIZATION 42 The Origins of Management Science The Methodology of Management Science Information-Feedback Control Theory The "Systems" Concept of Organisation IV SOME CONSIDERATIONS IN THE DESIGN OF MANAGEMENT INFORMATION AND CONTROL SYSTEMS 59 Measurement of Information and Control System Performance The Information and Control Spectrum The Locus of Control V SUMMARY AND CONCLUSIONS 96 BIBLIOGRAPHY 103 iii ILLUSTRATIONS Figure P*ge 1-1 Urwick'a Tabular Presentation of Principles of Administration 10 2-1 Performance Deviation from Policy or Standard 28 2-2 Revision of Policy or Standard 30 2-3 Revision of T^olicy or Standard and Correction of Performance 30 2-A A Two-part Management Information Flow 33 2-5 The Anatomy of Management Information 39 3-1 A Simplified Organisation Chart 52 3-2 A Simplified Communications Chart of an Organisation . -
The Death of the Firm
Article The Death of the Firm June Carbone† & Nancy Levit†† INTRODUCTION A corporation is simply a form of organization used by human beings to achieve desired ends. An established body of law specifies the rights and obligations of the people (including shareholders, officers, and employees) who are associated with a corporation in one way or another. When rights, whether constitutional or statutory, are ex- tended to corporations, the purpose is to protect the rights of these people.1 In the Supreme Court’s decision in Burwell v. Hobby Lob- by—and more generally in corporate and employment law—the firm as entity is disappearing as a unit of legal analysis. We use the term “firm” in this Article in the sense that Ronald Coase did to describe a form of business organization that or- ders the production of goods and services through use of a sys- tem internal to the enterprise rather than through the use of independent contractors.2 The idea of an “entity” in this sense † Robina Chair in Law, Science and Technology, University of Minneso- ta Law School. †† Curators’ and Edward D. Ellison Professor of Law, University of Mis- souri – Kansas City School of Law. We thank William K. Black, Margaret F. Brinig, Naomi Cahn, Paul Callister, Mary Ann Case, Lynne Dallas, Robert Downs, Max Eichner, Martha Fineman, Barb Glesner Fines, Claire Hill, Brett McDonnell, Amy Monahan, Charles O’Kelley, Hari Osofsky, Irma Russell, Dan Schwarcz, Lynn Stout, and Erik P.M. Vermeulen for their helpful comments on drafts of this Article and Tracy Shoberg and Shiveta Vaid for their research support. -
INR142&Stid=172&Pid=T 1/13 7/19/2017 Untitled Document
7/19/2017 Untitled Document eExam Question Bank Coursecode: Choose Coursecode Delete Selected Questions Assign Selected Questions to eExam Show 150 entries Search: Question Type Question A B C D Answer Remark FBQ The civil service in Nigeria Manipulative eExam during the colonial era and the first republic was organized along the lines of the British Civil Service with four main classes – the Administrative, the Executive, Clerical and Classes FBQ Political Neutrality eExam means that a public officer does not become involved in partisan politics. FBQ Comparative eExam approach to the study of public administration owns its development to comparative politics FBQ The institutional eExam approach tended to emphasize formal relationships and separation of powers among the three tiers of government – legislature, executive and judiciary. FBQ The earliest approach to institutional eExam the study of governmental administration is known as approach FBQ The survey eExam method is interested in the accurate assessment of the characteristics of whole populations of people. http://www.tmanouonline.net/activate_eexam.php?coursecode=INR142&stid=172&pid=T 1/13 7/19/2017 Untitled Document FBQ Descriptive eExam method of inquiry in public administration is concerned with the collection of data for the purpose of describing and interpreting existing conditions, prevailing practices, beliefs, attitudes and on-going process? FBQ Documents eExam are usually written whereas relics are generally archaeological or geological remains such as tools and utensils. FBQ political eExam science and management are the major influences on the present stage of development of public administration. FBQ The administrative administrative eExam paradigm that evolved between 1956-1970 shifted attention towards management science or science. -
Public Administration Vs Private Administration
Question: Difference between Public and Private Administration? The main distinction between the private sector and the public sector is principally there ownership. Private sectors are owned by shareholders or entrepreneurs while public sectors are jointly owned by members of political communities. Public agencies are funded by taxation whereas private agencies are funded by the pay of their consumers. Public sectors are controlled by political forces and private sectors are controlled by market forces. The Difference between the Private and Public Sector It is important to understand the difference between the private sector and public sector because your privacy rights will differ depending on the legislation that an organization is governed under. The Private Sector The private sector is usually composed of organizations that are privately owned and not part of the government. These usually includes corporations (both profit and non-profit), partnerships, and charities. An easier way to think of the private sector is by thinking of organizations that are not owned or operated by the government. For example, retail stores, credit unions, and local businesses will operate in the private sector. The Public Sector The public sector is usually composed of organizations that are owned and operated by the government. This includes federal, provincial, state, or municipal governments, depending on where you live. Privacy legislation usually calls organizations in the public sector a public body or a public authority. Some examples of public bodies in Canada and the United Kingdom are educational bodies, health care bodies, police and prison services, and local and central government bodies and their departments. -
Lyndall F. Urwick – O Viață Dedicată Promovării Managementului Organizațiilor (Ii)
Personalităţi - 673 - LYNDALL F. URWICK – O VIAȚĂ DEDICATĂ PROMOVĂRII MANAGEMENTULUI ORGANIZAȚIILOR (II) LYNDALL F. URWICK – A LIFE DEDICATED TO PROMOTING MANAGEMENT OF ORGANIZATIONS (II) Dr.ing., lic.teol. Remus LUNGU Șef lucr.dr.ing. Gabriela BĂCILĂ Dr.ing.,ec. Claudiu Ioan ABRUDAN Prof.dr.ing. Florin LUNGU Șef lucr.dr.ing. Ioan Simion DAN Universitatea Tehnică Cluj-Napoca 1 INTRODUCERE 1 INTRODUCTION Prezentul articol se The present paper represents constituie în cea de-a doua parte the second part of the a studiului biografic dedicat biographical study dedicated to memoriei distinsului promotor the memory of the distinguished al managementului promoter of organizational organizațiilor, care a fost management, which was Lyndall Lyndall Fownes Urwick. Dacă Fownes Urwick. If, in the first în prima parte, urmare a part, due to the inherent space limitărilor inerente de spațiu ale limitations of the journal, we only revistei am încercat doar să tried to score a few biographical punctăm câteva repere landmarks, his management biografice, activitatea sa de consulting activity, his consultanță în management, contributions to the institutional contribuțiile sale la construcția Lyndall F. Urwick (1891 - 1983) setting-up in promoting instituțională de promovare a management, respective to managementului respectiv la Revista de Management şi Inginerie Economică, Vol. 18, Nr. 4, 2019 - 674 - susținerea programelor educaționale în domeniul supporting educational programs in the field of managementului, în următoarele două articole ne management, in the two following papers we propunem să trecem în revistă câteva din lucrările intend to review some of his works, less known to sale, mai puțin cunoscute cititorului român. the Romanian reader. -
Unit 8 Classical Approach- Luther Gulick and Lyndall Urwick
UNIT 8 CLASSICAL APPROACH- LUTHER GULICK AND LYNDALL URWICK A structure 8.0 Objectives 8.1 Introduction , 8.2 Importance of Structure . , 8.3 From Fayol's Elements to POSDCORB " 8.4 Principles of Organisation .8.4.1 Work Division 8.4.2 Coordinatior~ 8.4.3 Unify pf Cornmarid .. 8.4.4 Line and Staff q, 8.4.5 The Snan of Control ' 8.5 Practical Value of Classical Theory 8.6 Criticism of Classical Theory '8.7 Let Us Sum Up 8.8 Key Words , . 8.9 . Some Useful Books 8.10 Answers to Check Your Progress Exercises ' I , 8.0 OBJECTIVES . _. In this Unit we shall'discuss thacontribution of Luther Gulick and Lyndall Urwick to the study of classical theory of administration. The study of this unit would enable you to: 0 describe the classical approach to administration and organisation, given by Gulick and Urwick * 0 ooint out the short-comings of the universal principlb, formulated by bulick and Urwick; and ' evaluate the importance of classical in thc administrative theory. ( , 8.1 INTRODUCTkON - > '4 Systematic study and analysis of,organisation can be traced to the later part of 19th aid early 20th centuries. Taylor, Henry Fayol, Max Weber, Mooney and Reiley, Gulick and Urwick aie4rominknt among the many who attempted the scientific study of organisation, Based on his experiments, Taylor formulated his universal 'principles of scientific management' to jimprove productivity and efficiency in organisations. Henry Fayol, a successful French 'hanager and industrialist, expressyd his ideas in 19 16 in his book "Generqaland lndus~ial Manc~gernent".Max Weber a German Sociologist, focused on the concept of 'Bureaucracy' James Mooney, an industrialist with long years of experience with business enterprises. -
The Miimmz a Stiby ©F Concepts
The manager; a study of concepts Item Type text; Thesis-Reproduction (electronic) Authors Goldberg, Myron Herbert, 1936- Publisher The University of Arizona. Rights Copyright © is held by the author. Digital access to this material is made possible by the University Libraries, University of Arizona. Further transmission, reproduction or presentation (such as public display or performance) of protected items is prohibited except with permission of the author. Download date 06/10/2021 09:05:35 Link to Item http://hdl.handle.net/10150/319290 the miimmz a stiby ©f concepts I|yr©B H 0 Goldberg A Thesis Submitted t© the Faculty of the COLLEGE OF BUSINESS All PUBLIC ADMINISTRATION Im Partial Fulfillment of the Requirements For the Degree, ©f MASTER OF SCIEICE In the Graduate College IHIflRSITY OF ARIZONA STATEMENT BY AUTHOR This thesis has been submitted in partial fulfillment of requirements for an advanced degree at the University of Arizona and is deposited in the University Library to be made available to borrowers under rules of the Library, Brief quotations from this thesis are allowable without special permission, provided that accurate acknowledgment of source is made, Requests for permission for extended quotation from or reproduction of this manuscript in whole or in part may be granted by the head of the major depart ment or the lean of the Graduate College when in their judgment the proposed use of the material is in the inter ests of scholarship, In all other instances, however, permission must be obtained from the author. SI©IE© APPROVAL BY THESIS DIRECTOR This thesis has been approved on the date shown belows ( f dustirnd ustirn ©ILL Associate Professor of Business Administration PREFACE Although the title of this thesis is quite brief and# as a matter of fact, patently nebulous, it is truly indica tive of the nature of the subject matter0 Concepts are ab stractions; they imply a grouping of related ideas. -
Sketches and Final Drawings 0 97
DESIGN FOR THE WORKPLACE: A NEW FACTORY By Jenny Potter Scheu B.A. Middlebury College 1973 Submitted in Partial Fulfillment of the Requirements for the Degree of Master of Architecture at the MASSACHUSETTS INSTITUTE OF TECHNOLOGY January 1979 ) Jenny Potter Scheu 1979 Signature of the Author .. ... ... ..-.. .. .... tmen of Arc ure, January 18, 1979 Certified by ....... Chester L. S 6rae, Associate Professor of Architecture Thesis Supervisor Accepted by .. Imre Halasz, Chairperson Departmental Committee for Graduate Students ........, . t The people I love best jump into work head first without dallying in the shallows and swim off with sure strokes almost out of sight. They seem to become natives of that element the black sleek heads of seals bouncing like half submerged balls. I love people who harness themselves, an ox to a heavy cart who pull like water buffalo, with massive patience who strain in the mud and muck to move things forward who do what has to be done, again and again. I want to be with people who submerge in the task, who go into the fields to harvest and work in a row and pass the bags along, who stand in the line and haul in their places, who are not parlor generals and field deserters but move in a common rhythm when the food must come in or the fire be put out The work of the world is common as mud. Botched, it smears the hands, crumbles to dust. But the thing worth doing well done has a shape that satisfies, clean and evident. Greek amphoras for wine or oil Hopi vases that held corn, are put in museums but you know they were made to be used. -
Design Style: Changing Dominant Design Practice Todd Cherkasky
Design Style: Changing Dominant Design Practice Todd Cherkasky Thirteen years ago in a rural Michigan town just south of a major university, I joined a group of revolutionaries. We were well-trained and generously funded. We were organized and had strong allies in major political parties. We used sophisticated tools and techniques that changed relationships of power and control throughout the United States. We did not organize marginalized social groups through solidarity, or catalyze emerging institutional crises, or lash out at figureheads who represented power imbalances. Instead, we designed industrial automation technologies. As a computer engineer on the front lines of workplace change, I helped develop control systems in various industries from California to Maryland that polished semiconductors, painted automobiles, processed and packaged food, and injected plastic molds. To describe the engineers that I joined as revolutionaries is not entirely accurate. We were not, for example, at risk ourselves. Our design work significantly reinforced relationships of power and control in the workplace rather than disrupted them. And yet, the term “revolutionary” is at least partly accurate. We often changed everyday work life for people we never met. Our design decisions were decisions about who did what work, and how that work was done. I use the term “revolutionary” not to exaggerate the impor- tance of my work as an engineer, but to reinforce the idea that the design of common tools, machines, and artifacts is a political act. These technologies are not simply used and set aside, discarded, or forgotten. Their instrumentality is conjoined with patterns of social activity. Design processes and products are situated within social relationships, structures, and meanings, which can be resources for marginalized social groups or their representatives to 1 Langdon Winner provides an alterna- improve their condition. -
The Information Manager Vol. 7 (2)2007 40
The Information Manager Vol. 7 (2)2007 Improving Performances in the Public Sector: The Scientific Management Theory of F W Taylor and Its Implications for Library and Information Services BY ABDULLAHI MUSA IBRAHIM Department of Library and Information Science, Ahmadu Bello University Zaria, Nigeria Abstract The need for improve performances in organization has always been a source of concern for management in both the public and the private sector. This paper sought to discuss the principle of scientific management theory as propounded by F.W. Taylor with the aim of ensuring that public services organizations adopts the principles for enhanced productivity, efficiency and the attainment of organizational objectives. The paper highlighted the principles of scientific management theory, and it explores how public service sector, notably the Library and Information Science segment in Nigeria, can benefit from its well tested principles. The main reason for the paper is the apparent inefficiency of the public sector, as observed and reported by several scholars over time. Introduction channeled in the right direction toward the desired Gardner, 1984 observed that, “in libraries we often objectives. With so much inefficiency in the Nigeria think of our roles as checking out books and public sector achieving performance improvement answering reference questions. Yet we have a lies in the adoption of systematic management, rather cathedral of knowledge in our institution. We need to than searching for unusual or extraordinary staff or orient our services to unlock that knowledge for employees. This by far, is what F. W. Taylor patrons. This gives us real challenge, a challenge that practiced years ago; that enable him to achieve requires highest level of performance, excellence and astonishing and dramatic improvements in renewal”. -
Henry Laurence Gantt the Gantt Chart Thinker 022
Henry Laurence Gantt The Gantt Chart Thinker 022 The Gantt Chart Henry Laurence Gantt’s legacy to management is the Gantt Chart. Accepted as a commonplace project management tool today, it was an innovation of world-wide importance in the 1920s. But the Chart was not Gantt’s only legacy; he was also a forerunner of the Human Relations School of management and an early spokesman for the social responsibility of business. Life and career Henry Gantt (1861-1919) was born into a family of prosperous farmers in Maryland in 1861. His early years, however, were marked by some deprivation as the Civil War brought about changes to the family fortunes. He graduated from Johns Hopkins College and was a teacher before becoming a draughtsman in 1884 and qualifying as a mechanical engineer. From 1887 to 1893 he worked at the Midvale Steel Company in Philadelphia, where he became Assistant to the Chief Engineer (FW Taylor) and then Superintendent of the Casting Department. Gantt and Taylor worked well in their early years together and Gantt followed Taylor to Simonds Rolling Company and on to Bethlehem Steel. From 1900 Gantt became well known in his own right as a successful consultant as he developed interests in broader, even conflicting, aspects of management. In 1917 he accepted a government commission to contribute to the war effort in the Frankford Arsenal and for the Emergency Fleet Corporation. He died in 1919. Gantt’s contribution Gantt is often seen as a disciple of Taylor and a promoter of the scientific school of management. In his early career, the influence of Taylor - and Gantt’s aptitude for problem-solving - resulted in attempts to address the technical problems of scientific management.