Administrative Paradigms

Overview, history and considering the characteristics of the current economic scenario where many businesses are generated thanks to the participation of companies offering products, services, enhancing each day of dynamic competitiveness, has led to new paradigms in administrative where management of the Venezuelan business sector can not ignore it if you really want to guarantee companies a share that benefits them. Venezuelan industry is currently facing serious challenges towards its operation, survival and participation of magnitude equivalent to that faced by the pioneers of industrial development for decades, coupled with other factors had not faced as the impact of the action of a State Socialist recognizes, in addition to the effects of globalization with new openings, the economic crisis, financial crisis. We are in a global technological and managerial transition involved a quantum leap in productivity and quality. It is not about technological advances in products or processes of one or another industry, such always has been, is developing a powerful set of generic technologies, universal applicability, capable of transforming all industries and all products and radically alter the optimal forms of organization of business and competitive conditions in markets.

You can no longer survive, and as a company, or as a country with traditional levels of productivity and quality. Whatever the political capacity of the care for the new global context, the survival and prosperity of enterprises depends on the ability of their leaders to meet the challenge of its own modernization. This requires a deeper understanding of the characteristics and management of technological change and the nature of globalization in the markets. Only then can distinguish the opportunities and dangers of that understanding is only able to design successful strategies for learning to grow and prosper in this new context. In addition to speed also changes the direction of technological change. It has formed a new paradigm that guides the "common sense" of engineers, managers and entrepreneurs, both to imagine new products or processes to decide on the path to be followed by innovations in existing technologies. Under the old paradigm of mass production technology become universal pattern after the Second World War was to achieve maximum homogeneity and minimal changes. Members of the department of Problems of the Venezuelan government of Faces School of Management, UC, reminiscent of the subject, that it was consuming raw materials and energy saving with the use of labor.

They chased increasing scales of production, and in most cases, the products also tended to be larger and larger. The new criteria for the development of products and processes changed. On the one hand, is favored to maximize certain characteristics: Greater flexibility and adaptability to respond to market changes, increased modularity at the product level, to allow various combinations (the typical example computers), and process level, to facilitate growth without excess capacity, increased precision constant to meet strict specifications without waste, greater validity of decisions, incorporating more and better information for decision-making at all levels, and finally, what is central the new paradigm, maximize customer satisfaction with increased quality, timeliness in delivery, adequate services and enhancements that meet their requirements. On the other hand, the change should aim to minimize another set of features: Reduce or eliminate waste of any kind (materials, energy, waste recycling, rejections, time, etc..) Shorten response times, chasing the ideal system "just in time" manufacturing or "pulled" by demand, reduce failures, eliminating possible causes proactively, redesigning processes to minimize non-productive time (internal transport, activities that add no value, etc.). and avoid at all costs idle investment, excessive equipment either in invention or in any other field.

It is certainly a profound reorientation of technological pattern designed to radically transform the local and global production network and common sense of all participants. When you decide to compete in the segment more standardized, the company is prepared to ensure that volume, to meet the basic specifications and face stiff price competition. That means deep and increasing dominance of technology in the production process. At the end of "niches" where adaptation to customer requirements is the core, much more important to the quality and service than price. Here, knowledge of product technology and the ability to modify and improve it to adapt to specialized requirements is the key to competitiveness.

This has given way to new paradigms, where management must assess your leadership style to determine what should be the architecture of your company, its functional systems, objectives, goals, technologies to use and friendly administrative tools that allow properly handle all the resources of the company according to the requirements of the current scenarios. Top management today, you have to retrain in the new dominant paradigm and behavior that may arise from the stage. Consider the experience paradigm change in organizations, which are favorable to them, allowing you to enter the world of business based on attributes derived from these models, such as total quality, productivity, excellence, continuous improvement, management knowledge, etc.. You must also take into account new paradigmatic models such as Reengineering, JIT delivery, Benchmarking, Empowerment, Outsourcing, Coaching Topgrading. These models allow a rapid change in the main variables of the organization, both its environment and its culture, process and structure, and that the adoption of a new paradigm administrators to heighten the organizational functioning, making companies more competitive .

It is recommended to encourage members of the organization to adapt to these changes through courses, lectures and engaging in processes of change experienced by the organization so that they can identify them quite naturally and accept changes in their organization. There is no doubt that these paradigm shifts have resulted in the Venezuelan manager a change in their behavior, their way of thinking, which has resulted in this structure was removed to its grass roots, otherwise its role is not guarantee success the organization, active participation in the national scene, and internationally. Do not forget that through history, philosophy and epistemology have been the pillars of personal development as a new paradigm, says Joel Barker, replacing another you have to start again. The same Joel Barker says that the paradigm of the twentieth century was not the productivity or mass production, or the division of labor, but the quality, which has been called the third stage of the industrial revolution. It is claimed that the fourth stage of the industrial revolution to the twenty-first century is encrypted in the system of profound knowledge, which is the last legacy of the father of the third stage and the fourth also, W.

Edwards Deming (1900-1993). By 1980, the administration of the Bekaert group became convinced that the quality would be a strategic necessity for them. Since then, he has dedicated a ten-year program to condition the minds of the company, in 1980 it was called "concept swear" (quality improvement). Today venezolna corporate management must be alert to changes, the challenges they create, especially given the uncertainty and risk that is manifested by declaring a state that is leading Socialist and transformations to unprepared businesses giving way to a new paradigm that must be successfully addressed to ensure the survival of your business.