New Paradigms in Modern Management

The characteristics of the current scenarios involving changes, changes, opportunities, show many successful companies that have conquered markets, fully satisfy their customers, supported by a management which has been updated and identified with them, giving way to new paradigms that administrative science has led to the operational functions of the organizations, their structure, leadership, organizational culture.

There is no denying, as someone pointed out that the modern economy is characterized by globalized and interdependent in their production processes, marketing, investment, financial flows and technological development, where companies are increasing production, in addition to the market rules force them to deepen and change strategies and policies, plan, create and innovate, to be adaptive, response speed and sensitivity to anticipate future needs and to survive and thrive in this new and complex environment.

The companies highlighted in this show effective management with a participatory leadership has created new paradigms of management, how to operate a business, especially, is highly turbulent and competitive scenarios. Aspect that unfortunately many of Venezuelan companies, especially SMEs in their respective rubles, have not managed to do, and it has seriously hurt its operation, participation and competitiveness. Adding to all this also a factor that has reduced its development, as is the limited cooperation that national universities, especially schools of management have led, not update the profile manager that the country needs according to the demands of their environment. Still remain anchored in knowledge, traditional management tools, an aspect that has seriously affected their behavior, in their commitment.

You need to be competitive in today's participatory scenarios have new knowledge of administrative science and generated new paradigms that allow them to participate more successfully, especially with the new opportunities being offered a national stage, with a new openness Foreign Trade that is favorable in the conquest and market penetration.

Alexis Codina reminds us first of these changes that have occurred, the need to evaluate and determine that both companies have identified scope and impact Consus and have contributed to the emergence of new administrative tools, not forgetting that the missing consultant Peter Drucker said: "Since the mid-seventies, we knew about management is no longer useful. In the immediate future, managers will be able to forget what they did as fast as they learn new things to do?. Hammer and Champy, reengineering precursors are more dramatic when, on the cover of his first book of the early nineties, expressed 'Forget everything you know about how to run a business. Almost everything is wrong?.

Definitely, there have been many changes in modern scenarios, changes that have affected the administrative process, the functions of the company, in its function, causing them to provide an opportunity to see a new paradigm of business management with new topics management and allow management to enter the highly competitive scenario, not only adequately using the knowledge that administrative science has provided, but their tools and ensuring effective participation.

Indeed, as we are reminded Codina, changes that have occurred in the environment impact on all components of the work of a business: production systems, marketing, approaches to quality, research-development, management stocks (stocks), the criteria of competitiveness and effectiveness, as well as approaches to management functions.

In production systems, the dominant approaches to the seventies were influenced by the "Fordism?, An industrial paradigm emerged in the late nineteenth century, with Ford's experiences in the production of automobiles, which called for the mass production concentration in large units, vertical integration, ensure domestic supply, the fragmentation of functions (preparation, production, quality control), management, hierarchical, vertical structure, among other practices.

The changes that have occurred in the environment impact on all components of the work of a business: production systems, marketing, quality approaches, research, development, management of inventories (stocks), the criteria for competitiveness and effectiveness, as well as approaches to speed with gerenciales.La functions renewing technologies, rapid obsolescence and, with this, the reduction of the "life cycle? make products obsolete these paradigms. Mass production in batches standardized, seeking economies of scale, does not allow rapid response to new market demands. Under the new conditions, the more effective the approach of "flexible production?, Which allows the company to quickly adapt their technologies and product offerings to changing situations. For this purpose, in the eighties, we generated software packages such as CAD-CAM (Computer Aid Computer Aid Design-Machinery), which were widely publicized.

The quality paradigms that prevailed until the early 70's, conceived as an inspection and control, their determination was based on technical standards, was a task "independent?, By separate functional organs of productive organization. Under the influence of practice and performance of Japanese companies, since the eighties the trend is conceived as a management philosophy, is determined as defined by the client is an integrated task in productive organs, external customers amounted to clients internos.En the area of ​​marketing, prevailing approaches to 70, emphasized: sell the product, identify needs, cost and quality stress factors to attract customers; importance of "marketing mix?, ie the right combination of 4 Pes, (Product, Price, Place, Advertising). This corresponded to a stage where they had the most power producers. With more information and offers on the market, customers are more demanding and selective. The new paradigm emphasizes: satisfying needs (rather than sell products), decreases the weight of advertising and promotion increases in marketing costs, to produce what can be sold, as it plays an important role in strategic marketing , which seeks to identify attractive opportunities and markets, creating needs, the cost and quality as factors in customer preferences are added after-sales service and personalized treatment.

At the beginning of the nineties there are new approaches, Mc Kenna in 1993 proposed the "relationship marketing?, In the same year, Peppers and Rogers, a marketing one.

In conclusion, the management if you want to ensure a positive performance in favor of conquest, conquered markets remain should be identified not only with new management paradigms is now manifest, but to create new paradigms, especially given the national stage as the turbulent as well as those that are emerging and offer a good opportunity to participate.

They can not continue business under one management to act according to traditional knowledge, where many of these are not adapted to the competitive demands of this, you need to make way for new paradigms, providing knowledge that identifiqyuen with the challenges, are known to face and changes that arise to help you beneficial results

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