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.trash/02-economics-environment/03-specific-environment.md Normal file
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# Organisational Structures
Set of norms, rules and procedures that regulate the flow of authority communication and work linking the subsystems of the entire organisation.
Used by any organisation to achieve its objectives.
# Type of organisational structures
**Formal** -> Run by Directors Orders
**Informal** -> Run by socio-affective relationships
# Dimensions of organisational Structures
**1. Formalisation**
Degree of definition of tasks through rules, norms, etc.
**2. Standardisation**
Degree to which rules, procedures, and communications are written.
**3. Centralisation**
Degree to which authority is concentrated and gives greater or lesser autonomy in decision-making (eg whether design changes can or cannot be made by an engineer from a subsidiary plant)
**4. Specialisation**
Degree to which activities are divided into specialized tasks. (e.g. Montagekette)
# Model of Henry Mintzberg # Model of Henry Mintzberg
# Cloverleaf Structure ![[05-henry-mitzberg.excalidraw]]
- Flexible Workforce
-
**Strategic Apex**
Top Management
**Middle Line**
Below the apex is the Middle line, a group of managers who are concerned with converting the objectives and broad plans of the Strategic apex into operational plans that can be carried out by the workers.
**Operating Core**
Finally, at the bottom of the organisation, is the Operating Core. These are the people who do the basic work of producing the products or delivering the services.
**Tecnostructure**
As organisations grow and become more complex, they usually develop a separate group of people who are concerned with the best way of doing a job, specifying output criteria (e.g., quality standards) and ensuring that personnel have appropriate skills (e.g., by organising training programmes). This group of analysts is referred to by Mintzberg as the **Technostructure**.
**Support Staff**
The organisation also adds other administrative functions that provide services to itself, for example legal advice, public relations, mailroom, cafeteria and so on. These are the Support staff.
# Types of Structures
**> Simple Structure**
Simple Structure: One or two administrators and few operators. Direct control of the strategic apex. Small organizations. (self-employed)
**> Burocratic-Mechanic**
Standardisation of Work, a lot of techostructure, wide middle line, large companies.
**> Burocratic-Professional**
Standardisation of knowledge, Independent Professionals with supporting staff.
**> Divisionalised Structure**
Standardisation of products, the middle line has a lot of autonomy
**> Adhocracy**
More complex organizations with coordinated teams, with a tendency to disappearing middle line and staff
# Shamrock Structure
The Shamrock or Cloverleaf Structure imagines a core of the top management surrounded by more or less indepentend "leaves":
**> Subcontractors**
Many companies, without going as far as the shamrock model, have made significant use of outsourcing for a range of services. Outsourcing can be used for peripheral activities such as catering and, less commonly, for mission-critical ones such as IT services.
**> Flexible Workforce**
The third leaf comprises the contingent work force, whose employment derives from the external demand for the organisation's products. There is no career track for these people and they perform routine jobs. They are usually temporary and part-time workers who will experience short periods of employment and long periods of unemployment. They are paid by the hour or day or week for the time they work.
**> Professional Core**
It consists of professionals, technicians and managers whose skills define the organisation's core competence.
***> Clients (optional)***
A fourth leaf of the shamrock may exist, consisting of consumers who do the work of the organisation. Examples are shoppers who bag their own groceries and purchasers of assemble-it-yourself furniture.

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A organigram is a simplified graphical representation of the formal organisational structure of a business.
![[Areas/upv/classes/empresario/assets/06-organigram.md|1000x]]
- It shows the organizational units their hierarchical dependence and their formal relationships
- Helps comunicate the structure of the organisation to the personel
- The name informs about the activities carried out
- Does not reflect all communication relationships between units, only the main ones.

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Areas/upv/classes/empresario/06-leading/01-managing-or-leading.md
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# Managing or Leading?
It is said that on one occasion Jack Welch, CEO of General Electric, summoned his immediate subordinates, gave them a maximum of three words:
> "Don't lead, lead!"
and then left the room. Many of them were plunged into absolute confusion:
> "What is the difference?"

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# Direction
- Is seen as HR Management
- It aims to achieve a joint action of the people who make up the organisation towards the achievement of common objectives.
- It is essential because people are the key element in the company.
- Try to make people's objectives compatible with those of the company, helping them meet their needs.
Direction needs:
- Leadership
- Motivation
- Communication

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>A leader has a vision and conviction that a dream can be achieved. He inspires the power and energy to get the job done.
>– Ralph Lauren
**> Characteristics of a good leader**
- Empathetic
- Convincing
- Creativ
- Motivational
- Selfcontrol
- Delegates
- Respectable
- Sets an example
- Obama
**> Decalogue of the Good Boss**
- Assumes his/hers responsibilities
- Sets and example
- Recognizes his or her own mistakes
- Knows how to motivate and stimulate
- Knows how to resolve conflcts
- Promote the professional development of their employees
- Treats their team with respect and consideration
- Keeps a good working atmosphere
- They know how to listen and are receptive to suggestions from others.
- Knows how to delegate and trust
- Is fair and balanced
- is interested in the feelings of the people that work with them
- Assures a good work/life balance for their employees
- Doesn't act arrogant
**> Has selfcontrol and emotional Intelligence**
# What is emotional intelligence?
It is a set of competencies (series of knowledge, skills and abilities and attitudes to do things effectively) related to the ability to adequately manage one's own emotions and also those of others.
**> Emotional Awareness**
The ability to be aware of you own and othere emotions
**> Emotional Regulation**
The ability to manage one's own emotions and those of others appropriately.
**> Emotional Autonomy**
broad competence that includes self-esteem, self-confidence, self-motivation, a positive attitude towards life, responsibility, the ability to critically analyze social norms, the ability to seek help and resources, critically evaluate the messages received, the ability to face adverse situations, etc.
**> Socio-Emotional Skills**A
ability to maintain good relationships with others. (Assertiveness, empathy, knowing how to listen,...)
**> Skills for life and emotional well-being:**
Appropriate and responsible behaviors to face the challenges that we face, which allows us to organize our lives in a healthy and balanced way, facilitating experiences of satisfaction and well-being.
# What is the Leader?
> "Leadership means that a group, large or small, is
willing to entrust authority to a person who has
demonstrated ability, wisdom and competence.”
– Walt Disney
- Not all company managers are leaders
- There may be leaders withouth formal authority
- The leader is elected by those who follow him.
**Elements of leadership**
- Leader and his followers
- Influence (power) of the leader
- Contributes to the achievement of objectives
# Types of Leadership
![[03-leadership 2022-04-21 16.52.09.excalidraw|1000x]]
**> Autocratic**
Commands and expects obedience. It tends to centralize authority and reinforce legitimate power (because of the position it occupies), reward power (reward) and coercive power (punish).
**> Democratic**
Escucha y consulta a los subordinados. Favorece la descentralización
**> Liberal**
Do and let do. Delegate authority to subordinates and let them freely decide how to achieve set goals.

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# Motivation
It is an inner force that drives one to act because of the consequences that the action will have in satisfying the person's needs.
Psychological process that produces the activation, direction and persistence of behavior in a person.
**> Internal Factors**
- **Needs** (e.g., paying for housing)
- **Interests** (e.g., hobby in electronics, mechanics, etc.)
- **Attitude** (e.g., satisfaction with a job well done)
**> External Factors**
- **Requests** (eg: ask for punctuality)
- **Sanctions** (ex: 2 days without employment or salary)
- **Praise** (ex: congratulations on reaching a goal)
- **Money** (ex: productivity bonus)
**> Maslows Pyramide**

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# Communication Purposes # Communication Purposes
- Communicate Facts
- Persuade
- Communicate Opinions
- Communicate experiences and feelings
# Communication Obstacles # Communication Obstacles
- semantics - Semantics
- - Communication Medium
- Communication Channel
- Attitude and Conduct

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%%

2
Areas/upv/classes/empresario/glossary.md
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@ -10,3 +10,5 @@ entorno - environment
viviendo - housing viviendo - housing
ocio - leisure ocio - leisure
logren - achieve logren - achieve
alcanzarse - achievable
desarrolo - development

46
Areas/upv/classes/empresario/index.md
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@ -1,7 +1,7 @@
# Empreserio 1 # Empreserio 1
## [T1 | Que es una Empresa? What is a business?](./business/index) ## T1 | Que es una Empresa? What is a business?
[[T1-Introduccion_a_la_empresa.pdf|PDF]] [[T1-Introduccion_a_la_empresa.pdf|PDF]]
@ -17,31 +17,31 @@
- [x] [El entorno de la empresa *The environment of the company*](./02-economic-environment/01-company-environment.md) - [x] [El entorno de la empresa *The environment of the company*](./02-economic-environment/01-company-environment.md)
- [x] [El entorno general *The environment in general*](./02-economic-environment/02-general-environment.md) - [x] [El entorno general *The environment in general*](./02-economic-environment/02-general-environment.md)
- [x] El entorno específico *The specific environment* - [x] [El entorno específico *The specific environment*](./02-economic-environment/03-specific-environment.md)
- [x] Análisis externo e interno: DAFO *External and internal Analysis: SWOT* - [x] [Análisis externo e interno: DAFO *External and internal Analysis: SWOT*](./02-economic-environment/04-swot.md)
## T3 | Conceptos generales de gestion, General management concepts ## T3 | Conceptos generales de gestion, General management concepts
[[T3-Conceptos_generales_de_gestion.pdf|PDF]] [[T3-Conceptos_generales_de_gestion.pdf|PDF]]
- [x] Subsistema directivo *Management Subsystem* - [x] [Subsistema directivo *Management Subsystem*](./03-management-concepts/01-management-subsystem.md)
- [x] Funciones de la gestión empresarial *Functions of business managment* - [x] [Funciones de la gestión empresarial *Functions of bousiness managment*](./03-management-concepts/02-functions-of-management.md)
- [x] Toma de decisiones *Decision Making* - [x] [Toma de decisiones *Decision Making*](./03-management-concepts/03-decision-making.md)
- [x] Tipos de decisiones *Types of Decisions* - [x] [Tipos de decisiones *Types of Decisions*](./03-management-concepts/04-decision-types.md)
- [x] Niveles directivos *Management Levels* - [x] [Niveles directivos *Management Levels*](./03-management-concepts/05-management-levels.md)
- [x] Decisiones mas importantes en una empresa *Important decisions for a business* - [x] [Decisiones mas importantes en una empresa *Important decisions for a business*](./03-management-concepts/06-vision-mission-values.md)
## T4 | Planifications y control, Planning and control ## T4 | Planifications y control, Planning and control
[[T4-Planificacion_y_control.pdf|PDF]] [[T4-Planificacion_y_control.pdf|PDF]]
- [x] Visión general del directivo *Management Overview* - [x] [Visión general del directivo *Management Overview*](./04-planning-control/01-management-overview.md)
- [x] Planificación *Planning* - [x] [Planificación *Planning*](./04-planning-control/02-planning-definition.md)
- [x] Proceso de Planificación *The planning Process* - [x] [Proceso de Planificación *The planning Process*](./04-planning-control/03-planning-process.md)
- [x] Planificación: Objetivo, estrategia y plan *Planning, Objectives, Strategies and plans* - [x] [Planificación: Objetivo, estrategia y plan *Planning, Objectives, Strategies and plans*](./04-planning-control/04-planning-objectives-plan)
- [x] Control - [x] [Control](./04-planning-control/05-controlling.md)
- [x] Tipos de control *Types of control* - [x] [Tipos de control *Types of control*](./04-planning-control/06-types-of-control.md)
- [x] Control: Cuadro de Mando integral *control: integrated control panel* - [x] [Control: Cuadro de Mando integral *control: integrated control panel*](./04-planning-control/07-control-dashboard.md)
## T5 | Organicazíon, Organisation ## T5 | Organicazíon, Organisation
@ -51,15 +51,15 @@
- [x] Organización *Organisation* - [x] Organización *Organisation*
- [x] Unidad organizativa *Organisational Units* - [x] Unidad organizativa *Organisational Units*
- [x] Departamentalización *Departmentalisation* - [x] Departamentalización *Departmentalisation*
- [ ] Estructura organizativa *Organisational Structures* - [x] Estructura organizativa *Organisational Structures*
- [ ] Organigrama *Organisation Chart* - [x] Organigrama *Organisation Chart*
## T6 | Dirección, Leading ## T6 | Dirección, Leading
[[T6-Direccion.pdf|PDF]] [[T6-Direccion.pdf|PDF]]
- [ ] Introducción: ¿dirigir o liderar? *Introduction, managing or leading* - [x] Introducción: ¿dirigir o liderar? *Introduction, managing or leading*
- [ ] Dirección *Direction* - [x] Dirección *Direction*
- [ ] Liderazgo *Leadership* - [x] Liderazgo *Leadership*
- [ ] Motivación *Motivation* - [x] Motivación *Motivation*
- [ ] Comunicación *Communication* - [x] Comunicación *Communication*