BOLIVARIAN REPUBLIC OF VENEZUELA

MINISTRY OF PEOPLE'S POWER FOR DEFENSE

NATIONAL EXPERIMENTAL POLYTECHNIC UNIVERSITY OF THE FORCE
BOLIVAR NATIONAL ARMY (UNEFANB)
MIRANDA Nucleus
Ocumare del Tuy Extension
ADMINISTRATIVE SYSTEMS - 03S-2642-D1

THE NEOCLASSICAL THEORY AND THE

DEVELOPMENT
ORGANIZATIONAL

Professor:
Breddy Romero Bachelor:
Leandro Rengel I.D: V-29.683.412

Introduction
The neoclassical theory emerged in the 1950s, neoclassical authors do not
do not form a properly defined school, but rather a heterogeneous movement that
receives the names of Operational School or process, defining this
theory as a universal approach to Management, which is nothing more than the
update of classical theory and an eclectic theory that takes advantage of the others
theories for their application in today's companies.
Essentially, the organization was born from the human need to cooperate. The
men have been forced to cooperate to achieve their personal goals, due to
reason for their physical, biological, psychological, and social limitations. In the greater
In some cases, this cooperation can be more productive or less costly.
if there is an organizational structure available.

UNIT II
The neoclassical theory of management encompasses an administrative approach,
mid-20th century, driven by great protagonists of the
administration after World War II and the Great Depression
Economic. This theory was proposed in order to reform and modernize the theory.
classical management focusing on reducing labor and
the automation of processes to improve the efficiency of an organization.
His main thesis consists of controlling, directing, and managing a set of
people so that they can carry out a task using the least amount of
possible resources.
This theory is represented by the following principles:
The organization must be formal.
Division of labor and unity of command (one boss per subordinate).
Specialization either by purpose, processes, areas, or clients.
Development of hierarchies in the organization.
Distribution and relationship between authority and responsibility.
The Administrative Process
Set of administrative functions that aim to make the most of the
existing resources correctly, quickly, and efficiently within an organization
a company.
It consists of four fundamental stages, which are:
Planning: A tool to manage relationships with the future.
Organization: Divide the work and assign responsibilities and authority to the
people.
Direction: It consists of carrying out activities through the application of
physical, intellectual, and interpersonal energy to offer products, services, and
ideas.
Control: Produce information to make decisions about the execution of
the objectives.
Departmentalization
Process by which work is divided within an organization. From
agreement with the activities or functions that are similar and that are found
logically related. The most important thing about departmentalization is that
allows separating and grouping the company's functions through the division of
work.
Decentralization
It is an economic concept based on the disaggregation or atomization of powers.
within an organization, company, or state. This implies the dispersion of decision-making.
of decisions and resources in different hierarchies or regions. This designation
it assumes the need to divide the concentration of power in a society or country
due to various reasons.
Formal organization
Type of organization that follows a series of norms, procedures, and structures
that are implemented within it. These rules are written down,
and, in general, they must be strictly followed. However, there are other
more flexible and are used as simple formalities. The formal organization
plays a very important role in the development of a company and the
economy.
Organizations can be classified as follows:
According to the profit:

For-profit organizations. They are groupings of private capital that

they market goods or services.
Non-profit organizations (NGOs). They are social groups whose
Their purpose is to meet the needs of the community and they have independence.
financial, that is to say, they do not depend on any government.
Organizations for administrative purposes. They are those organizations
created by a government to provide services to the community.
According to the structure:

Formal organizations: They arise deliberately and are established in a

pattern of relationships between its components for effective achievement of
objective.
Informal organizations: They arise spontaneously due to the
activities and interactions of the participants.
According to the property:

Private organizations: These are those in which the capital is private and not
of the State.
Public organizations: These are those in which there is participation of
government.
According to its size.

Small organizations: They are those that have between 10 to 49

members.
Medium organizations: They are those that have between 50 and 199
members.
 Large organizations: They are those that have between 200 and 1000
members.
Systems Theory in Organization
It represents a new paradigm for understanding organizations and their
direction, a starting point to think about them from the perspective of systems
open in interaction with their environment. That also facilitates the
understanding of the interrelations between the main components of a
organization: its objectives, technology, structure, and psychosocial relations.
The organizational system
It encompasses optimization through technical management, personal organization and
other resources, and relating the company to its environment. An approach
The study of social organisms must focus its attention on processes
fundamental administrative functions (planning, organization, integration, direction,
control) that are essential if organisms are to achieve their objectives and
fundamental goals. This process is basic for any type of organism
(public, private, educational), in which human, financial, and
materials must be combined to achieve certain objectives, in addition this process
It is necessary regardless of the area in which management specializes.
Concept of system in the organization
We can define a system as an organized and composed whole unit.
elements linked to each other by interdependent relationships. The fundamental
in a system is the interaction between the parts, that is, the relationships between the
different components that make it up and the behavior of the whole as a unit,
like a certain structure. Now, it should also be noted that every system
located in a specific medium that is usually referred to as environment. Continuing with the
human-like, it is easy to see that each person is daily part of
of phenomena such as the transportation system, the communication system or the
economic system, with each of them being understood as environments
specific at a given occasion. For a company, the environment comes
defined by the totality of external factors -physical or social- that influence the
internal process.
The parts and their interrelations
The operations core: includes those members who carry out the
basic work directly related to the production of products and
services, these ensure the inputs for production, transform the
inputs and outputs, distribute the outputs and provide direct support to
the functions of input, transformation and output.
The strategic apex: this encompasses all the people in charge of a
general responsibility of the organization. It is concerned with ensuring that the
 organization effectively fulfills its mission and meets the
interests of the people who control or have some power over the
organization.
The middle manager: In general, the middle manager performs all
the roles of the general director, but in the context of managing their own
the unit must serve as a visible head of the unit and lead its members,
develop a networking link, control the environment and the
activities of their unit.
The techno-structure: They are the analysts who serve the organization affecting
the work of others. This only proves effective when it can resort to techniques
analytics to make the work of others more effective.
Support staff: In almost any organization there exists a large number of
specialized units whose function is to provide support to
the organization outside the operations workflow. The units of
support can be found at different hierarchical levels, depending on who
receive their services. In most manufacturing companies, the
public relations and legal advice hold high positions,
since they usually serve directly at the strategic apex.
Behavior Theory.
It came to mean a new approach to management theory: the approach of the
behavioral sciences, the abandonment of normative positions and
prescriptive of the previous theories (classical theory, theory of relationships
humanities and bureaucracy theory) and the adoption of explanatory positions and
descriptive. This theory in management should not be confused with the school
of behavior, which developed in psychology based on the works of
Watson.
Origins of behavior theory
The origins of behavioral theory in management are the
next:

The strong and definitive opposition of the theory of human relations to the
classical theory, slowly evolved into a second stage the theory of
behavior.
The behavior theory is a development of the relationship theory.
humans, with which it is shown to be eminently critical and severe. This
theory rejects the naive and romantic conceptions of the theory of
human relationships.
The behavior theory critically assesses the classical theory. Some
authors consider it as the antithesis of organizational theory
formal, of the general principles of management, of the concept of
 formal authority and the rigid and mechanistic position of the authors
classics.
The theory of behavior incorporates the sociology of bureaucracy and
expanded the field of administrative theory. This theory is also critical of
theory of bureaucracy, mainly concerning the model of
machine, that which it adopts for the organization.
In 1947, the book "Administrative Behavior" was published by Herbert.
A. Simón, this book constitutes an indiscriminate attack on the principles of
the classical theory and the acceptance of the main ideas of the theory of the
human relationships.
The social system
It can be defined as a plurality of individuals who interact with each other.
agreement with shared cultural norms and meanings. The interactions that
They can be infinite and not only include those of an internal nature,
but also the relationships with the outside world. The concept derives from
the notions that Pareto formulated and the principles of homeostasis in physiology.
This implies assuming that social systems are in dynamic equilibrium and
functional of its parts, but also that it can break resulting in anomie,
tension and conflict.
Structuralism and contingency
The structuralist theory originates from traditional theory and human relationships.
which required a very understanding and broad position. The
structuralism was concerned with structures and ignored other ways of
understanding of reality. It is an analytical and comparative method that studies
elements in relation to a whole, highlighting the value of position. The
The concept of structure involves the analysis of the constituent elements of a
system, its arrangement, its interrelationships, among others, allowing comparison,
well it applies different things.

On the other hand, contingency theory verifies models of structures more

effective, assuming a conception of a company that is suitable for
changes in the environment. This emerged in the late fifties and arises
for isolated investigations carried out to verify the structures
more effective organizations. As a fundamental hypothesis, it states that the
administrative actions in a given situation depend on parameters
particulars of the situation.
Every organization represents an open system that uses different types of
resources coming from their environment. The environment represents all those
elements and factors that can influence directly or indirectly in various
companies that we refer to as immediate environment and general environment. These are
they are structured by a series of variables that act on a
institution, where timely decisions and measures should be taken to
adapt to the frequent and rapid changes that arise.
UNIT III Organizational Development
Organizational development is a long-term effort, guided and supported by the
senior management, to improve vision, delegation of authority, learning and
the problem-solving processes of an organization, through a
constant management and collaboration of the organization's culture, with
a special emphasis on the culture of natural work teams and others
equipment configurations, using the role of facilitator.
It is a systematic and planned process in which the principles of
behavioral sciences to increase individual effectiveness and that of the
organization. The focus is on making the organization function better through a
total change of the system.
The D.O movement emerged in 1962 as a set of ideas about the
man, the organization and the environment, with the purpose of facilitating growth and
the development of organizations. In the strict sense, OD is a
practical and operational unfolding of behavior theory in
direction of the systematic approach. The origins of OD are attributed to several
factors:
The difficulty of operationalizing the concepts of various theories
administrative
Studies on human motivation demonstrated the need for a
new management approach
The creation of the National Training Laboratory (NTL) in Bethel in 1947
The plurality of changes in the world
The function of two trends in the study of organizations: the study
of the structure and human behavior in organizations
Studies on interpersonal conflicts
DO models are based on four basic variables: environment,
organization, group, and individual.

Among other factors.

Organizational development is defined as the process of understanding and changing the
health, culture, and organizational performance. It is designed to improve
the skills, knowledge, and individual effectiveness of a company in
terms of all their objectives.
The organizational development process is very important, both internally and externally.
externally. In terms of an external environment, it aims to improve the
the ability of a company to respond or adapt to changes with
effectiveness. Regarding the internal environment, it aims to increase the
employee capacity, improvement of human resources and systems
of communication.
D.O Models
Kurt Lewin's change model: It is defined as a modification of the forces
that maintain the behavior of a stable system. Such behavior
it is always the result of two types of forces: those that help to carry it out
change (driving forces) and those that prevent change from occurring (forces
restrictive), who wish to maintain the status quo.
To modify that 'quasi-stationary' state, the forces can be increased.
which promote change or decrease those that hinder it, or combine both tactics.
Lewin proposes a three-phase plan to implement planned change:
Thawing: This phase involves reducing the forces that keep the
organization at its current level of behavior.
Change or movement: This phase consists of moving towards a new
state or new level within the organization regarding patterns of
behavior and habits, which means developing new values,
habits, behaviors, and attitudes.
Re-freezing: In this phase, the organization is stabilized in a new
state of equilibrium, in which it often needs support from
mechanisms such as culture, norms, policies, and structure
organizational.
Ralph Kilmann's Model
Another variant of the previously presented model consists of the contribution of
Ralph Kilmann, who specifies the key advantage topics that must be taken
in consideration for a change to be able to present itself, as it is desirable
in companies. The phases considered by this author are the following:
Start the program.
Diagnose the program.
Schedule the routes that will be carried out.
The culture
2. The formation of work teams
3. Managerial skills.
4. The essential correlation between strategy and structure, since one is based on
the other.
5. The rewards system that helps the staff stay
in the organization.
Burke-Litwin Model
Called "Of individual and organizational performance." This model implies
identify the variables involved in the creation of first-order change or
"transactional change" and second-order change or "change
transformational.
It is said that a first-order change implies an evolutionary change and
adaptation, in which the characteristics of the organization are changed, although
its nature is the same. On the other hand, the second-order change implies a
revolutionary change and significantly alters the organization.
Action research model
Considered by French as having broad applicability, the change is estimated.
planned as a cyclical process that involves collaboration among the members of
the organization and experts in DO. Emphasizes data collection and the
diagnosis before action, planning and implementation, as well as in a
careful evaluation of the results after taking the action, and thus
successively.
Planned Change Model
Faria Mello presents the planned change model, which is divided, as in the
in the case of the other three models, in phases or stages of consulting. As it
show, this process is cyclical. The input phase can be considered as
something that begins to happen, at least in part, before the establishment
of the contract. It is a kind of subphase of the contact.

Types of DO activities
a) Intervention technique for individuals.
In people, the main technique of Organizational Development is given as the
sensitivity training, in which a dynamic modality is applied
group, with the purpose of reeducating human behavior and thus improving relationships
social.
b) Intervention techniques for two or more people.
In this technique, it is important to emphasize bilateral DO or interpersonal relationships.
For which Transactional Analysis is applied. Its objective is the
self-diagnosis of relationships between people; and with certain restrictions, since
It is only for individuals, not for groups.

c) Intervention techniques for teams or groups.

Two techniques are applied for the intervention of DO teams or groups.
fundamentals, one is the consulting of procedures or processes, in which
coordinated teams are used by an internal or external consultant, promoting the
intervention to make things easier; and the second is development
of teams, in which behavioral alteration plays a very important role,
since groups of people from different areas criticize each other
under the coordination of a consultant, always seeking to be fruitful.
d) Intervention techniques for intergroup relationships.
In this field, the technique of confrontation meetings is developed, for the
what is needed from a moderator and constitutes behavioral alterations based on
from the performance of an internal or external consultant, who is considered as
third part.
e) Intervention techniques for the organization as a whole.
For this type, feedback or data feedback must be provided.
data, as it is a technique for collecting and providing information,
making the individual, the more data they receive, the greater their possibility of
organize data and act creatively.
For change, the organization needs to have innovative capability, that is,
adaptability, sense of identity, accurate perspective of the environment and
integration among the participants. The change is the transition from one situation to
another different one or the passage from one state to another different one, also implies a rupture,
transformation, disturbance, interruption.
The change process adopted by the DO consists of three phases.
Thawing: Old ideas and practices melt away and are abandoned.
they disappear.
Change: New ideas and practices exercise and learn.
Re-freezing: New ideas and practices are definitively incorporated into the
conduct
 Conclusion
It can be concluded that the management analyst is the best ally of sound
administration of a business company, as applied by the
Competent and trained graduates in Administration reduce the levels
at risk of failure for private or public companies in the country.
 Bibliographic References
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Decentralization refers to the process of distributing or dispersing functions, powers, people or decision-making authority away from a central location or authority. In the context of government, it means transferring power from the central government to regional or local governments. In business, decentralization often involves delegating decision-making authority to lower levels of management. This can lead to increased responsiveness to local needs and potentially more efficient operations.
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The concept of a system in organization
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organization
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