1 Loufat, Enrique Organigramas y manuales organizacionales
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INTRODUCCION El traba trabajo jo se conc concen entr tróó en fort fortal alec ecer er
la info inform rmac ació ión, n, los los conc concep epto toss y
aplicacio aplicaciones, nes, integrando integrando distintos distintos puntos puntos de vista. vista. Con fines estrictamente estrictamente académicos para el mejor desempeño desempeño y aprendizaje profundo profundo Hemos asociado la información de distintas fuentes como la utilización de diferentes herramientas de consulta para lograr el mejor desarrollo posible. Elaborando conceptos conceptos con con influencia de libros. Este trabajo es importante y necesario para una eficiente gestión administrativa or ello, el propósito de este trabajo es ofrecer los fundamentos !ue sirvan de orientación para la elaboración de organigramas de modo !ue todo gestor pueda diseñarlos de acuerdo a sus necesidades necesidades de la institución donde se desarrolle su actividad.
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ORGANIGRAMAS El organigrama o grafico organizacional, diagrama de la organización entre otras denominaciones. denominaciones. "epres "epresent entaci ación ón gr#fic gr#ficaa de una estruc estructur turaa organi organizac zacion ional al formal formal de toda toda institución $empresas, $empresas, corporación, corporación, entidades entidades p%blicas&. uede considerarse como como una una foto fotogr graf af'a 'a de una una inst institu ituci ción ón ya !ue !ue perm permite ite obse observ rvar ar,, en un momento determinado, como se distribuyen las diversas unidades org#nicas !ue !ue la cons consti tituy tuyen en,, tamb tambié iénn pode podemo moss deci decirr !ue !ue un orga organi nigr gram amaa es un organismo humano. organigramas son representaciones representaciones graficas de los diferentes niveles de ( Los organigramas autoridad, que van de mayor a menor jerarquía. Cada puesto se representa por medio de un rectángulo que encierra encierr a el nombre del puesto y en ocasión el nombre de quien lo ocupa: la unión de los cuadros mediante líneas representa los canales de autorización y responsabilidad .) .)
1. CARA CARACT CTER ERÍS ÍSTI TICA CAS S 1.1. ORGANIGRAMA LINEAL ara !ue el organigrama de una institución o empresa sea eficaz y a la vez eficiente tiene !ue tenerse en cuenta algunos criterios. •
*ebe ser actual+ tener la representación actual de la institución tal y como es en un momento determinado.
•
*ebe ser f#cil de entender+ tiene !ue ser sencillo en su diseño e interpretación.
•
*ebe ser uniforme+ podemos emplear s'mbolos gr#ficos y l'neas seg%n seg%n los modelo modeloss o est#n est#ndar dares es estab establec lecido idoss no es con conven venien iente te utilizar figuras diferentes.
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•
*ebe ser preciso+ solo debe ir lo necesario y justo para representar la realidad organizacional. organizacional.
•
*ebe ser e!uilibrado+ esta caracter'stica debe tener un orden !ue le consistencia de forma y fondo.
OBJETIVO Es el instrumento idóneo para plasmar y trasmitir en forma gr#fica como est# compuesta una organización
IMPORTANCIA roporciona una imagen formal de la organización. organización. acilita el conocimiento de una organización, as' como de sus relaciones de jerar!u'a y coordinación. "epre epressenta nta un elem lemento ento téc técnic nico valios liosoo para el an# an#lisi lisiss organizacional organizacional Constituye una fuente autorizada de consulta.
MISION -irve a la organización como gu'a o marco de referencia para orientar sus actividades y enlazar lo deseado con lo posible.
FUNCIONES Es la especialización de las tareas inherentes a cada una de las unidades administrativas !ue forman parte de la estructura org#nica necesaria necesariass para cumplir cumplir con las atribuciones atribuciones encomen encomendada dadass a la organización. unciones a tomar para la rrepresentación+ epresentación+ −
os t'tulos de las unidades correspondan a la estructura org#nica
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− −
-eguir el orden !ue se estableció en la estructura /niciar en la redacción con un verbo infinitivo
CRITERIO FUNDAMENTALES PARA SU PREPARACION 0ener en cuenta los siguientes pasos+ •
"E"E-/C /C/1 /12+ 2+ debe debe defi defini nirr con con e3ac e3acti titu tudd toda todass las las unid unidad ades es administrativas y sus interrelaciones .
•
-E2C -E2C/ /E E4+ 4+ *e *ebe be ser ser muy muy simp simple le para para !ue !ue se comp compre rend ndaa f#cilmente. or esa razón se recomienda no complicarlo con trazos innecesarios o una nomenclatura compleja o poco clara.
•
52/ 52 /1" 1"6/ 6/*7 *7*+ *+ ara ara faci facilit litar ar su inte interp rpre reta taci ción ón conv convie iene ne homogeneizar homogeneizar las l'neas y figuras !ue se utilicen para diseñar.
•
"E-E2 "E-E20 07C/12+ C/12+ su funcio funcional nalida idadd dep depen ende de de su format formatoo y estructura, por lo tanto para prepararlos se debe considerar criterios técnicos y de servicio, teniendo en cuenta la función de su objetivo
•
8/9E 8/9E2C 2C/7 /7++ para para cons conser erva varr su vige vigenc ncia ia,, se debe debe mant manten ener er actualizado.
•
C7-//C7C/12
•
5E*E2 5E*E2
C7-/ C7-//C7 /C7"-E "-E -E9:2 -E9:2 C5720 C5720"1 "1 9"72*E 9"72*E-
C"/0E"/1or su naturaleza or su #mbito or su contenido •
or su presentación
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ORGANIGRAMA GENERAL
DIRECCION GENERAL
DIRECCION
DIRECCION
DEPARTA-MENTO DEPARTA-MEN TODEPARTA-MENTO DEPARTA-MEN TO
DIRECCION
DEPARTA-MENTO DEPARTA-MEN TO DEPARTA-MENTO DEPARTA-MEN TO DEPARTA-MENTO DEPARTA-MEN TO DEPARTA-MENTO
Louffat, nrique !rganigramas !rganigramas y manuales organizacionales organizacionales
POR SU NATURALEZA TENEMOS: 6icroadministrativos + esta implica solo una organización y puede referirse a ella en forma general o solo referirse alguna de las #reas #reas !ue la conforma.
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POR SU AMBITO GENERALES+ contiene información representativa de la organización hasta un determinado nivel jer#r!uico seg%n magnitud y caracter'sticas -
-ect -ector or p%bl p%blic icoo + abar abarca ca hast hastaa el nive nivell de dire direcc cció iónn gene genera rall o su e!uivalente
-
-ector privado. -uele hacerlo hasta el nivel de departamento u oficinas
ESPECÍFICOS+ muestran en forma particular la estructura de una #rea de una organización.
ORGANIGRAMA ESPECÍFICO
GERENCIA
DEPARTAMENTO
DEPARTAMENTO
DEPARTAMENTO
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POR SU CONTENIDO INTEGRALES+ Encont Encontram ramos os repres represent entaci acione oness grafic graficas as de
todas todas
las
unidades representativas de una una organización organización y sus relaciones de jerar!u'a jerar!u'a o dependencia .
ORGANIGRAMA INTEGRAL DIRECCION GENERAL1.1 1.1
DIRECCION 1.1
DEPTO
DEPTO
DIRECCION 1.2
DEPTO
DEPTO
DIRECCION 1.3
DEPTO
Louffat, nrique !rganigramas !rganigramas y manuales organizacionales organizacionales
DEPTO
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VENTAJAS −
− − −
En la configuración estructural de la institución, es fuente de información clara, objetiva y directa. 2os permite ubicar con rapidez rapidez y facilidad la unidad unidad organica. organica. -irve para dar consistencia a la aplicación del proceso administrativo. ermite detectar anomal'as estructurales, como e3ceso o déficit de personal en las unidades org#nicas.
DESVENTAJAS ;6uestran solamente las relaciones formales de autoridad dejando por fuera muchas relaciones informales significativas y las relaciones de información. ;2o señalan el grado de autoridad disponible a distintos niveles, aun!ue ser'a posible construirlo con l'neas de diferentes intensidades para diferentes grados de autoridad, est# en realidad no se puede someter a esta forma de medición. 7dem# 7de m#ss si se dibuja dibujann las l'nea l'neass indica indicativ tivas as de relaci relacione oness inform informaci ación, ón, el organigrama se har'a tan complejo !ue perder'a su utilidad. ;con frecuencia indican la organización tal como deber'a ser o como era, m#s bien como es en realidad. ;puede ocasionar !ue el personal confunda las relaciones de autoridad con el status.
UNIDADES ORGANICAS
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5nidad 5nidades es de apo apoyo yo++ son a!u a!uell ellas as !ue admin administ istran ran los recurs recursos os humano humanos, s, materiales y financieras. 5nidades asesoras+ estas se caracterizan por sugerir, dar opiniones y aconsejar a las unidades de l'nea sobre diversos temas. 5nidades de l'nea+ son las unidades !ue ejecutan las operaciones propias de institución, a!uellas !ue le dan su razón de ser y hacen !ue funcionen de acuerdo con su misión y objetivo.
UNIDADES DE DERECCION
UNIDADES DE CONTROL
UNIDADES DE APOYO APOYO
UNIDADES DE ASESORIA
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2. ELEMENTO ELEMENTOS S PARA PARA EL DISEÑO DISEÑO DE UN ORGANIGRA ORGANIGRAMA MA El organigrama consta de dos elementos+ •
as formas+ representan diversas unidades org#nicas y !ue puedan adoptar figuras de cuadrados, rect#ngulos, c'rculos o elipsis.
•
as l'neas+ representan las diversas relaciones o interrelaciones !ue se establecen entre las unidades org#nicas.
3. TIPO TIPOS S DE DE ORG ORGAN ANIG IGRA RAMA MAS S 3.1 ORGANIGRAMAS
SEGÚN
LA
INFORMACION
UE
PROPORCIONAN. 3.3. 3.3.11 OR ORGA GANI NIGR GRAM AMA A JERA JERAR RUI UICO CO+ nos informa de la distribución de diversas unidades org#nicas de acuerdo a un criterio de jerar!u'a. ara ellos son b#sicas l'neas de mando las cuales subordinan cuyo objetivo es indicar !ue hay unidades org#nicas !ue obedecen a estas.
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Gee!"#$ %e!e$&
De$*$)e!*( +e $e(/$ /+#"$.
Ge. Ge. #!'()$*# #!'()$*#"$ "$ Ge. Ge. +e RR.,, RR.,,
Gee!"#$ +e (e$"#(!e
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D###! +e &(%/*#"$D###! +e "$+$+ D###! +e "#+$+ D###! D###! +e e!*$ D###! +e *e(e/$ D###! +e "(!*$#+ Louffat, nrique !rganigramas !rganigramas y manuales organizacionale organizacionale
3.3. .3.2 ORG RGA ANIGR NIGRA AMA FUNCI UNCIO ONAL NAL + En esta enuncia las funciones generales o principios !ue le competen a cada unidad org#nica. Este organigrama nos orienta para las labores !ue le corresponde
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3.3. 3.3.!! OR ORGA GANI NIGR GRAM AMA A DE ASIFN SIFNAC ACIO ION N DE PERSON PERSONAL AL + en esta damos cuenta de la cantidad de funcionarios !ue pertenecen a una determinada unidad org#nica de una empresa. El mérito de este organigrama reside en la información sobre la dist distri ribu buci ción ón de todo todo el pers person onal al de la empr empres esa. a. En este este organigrama de personal se encuentra su materia prima !ue es el cuadro superior donde est# el personal institucional en lo cual figuran< seg%n las categor'as.
3.3." ORGANIGRAMA DE FEC#AS Y NORMAS + 7!u' registramos la fecha de creación de cada unidad org#nica. En este tipo de organigrama tiene como propósito dar a conocer el surg surgim imie ient ntoo y a evol evoluc ució iónn de cada cada una una de las las unid unidad ades es org# rg#nicas icas,, lo !ue se suste stenta nta en info inform rmes es y archi rchivo voss administrativos.
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3.2. 3.2.22 O$ O$%& %&'( '(%$ %$&) &)&& /0$( /0$(0 0' '& & Este Este orga organi nigra grama ma mues muestr traa su info inform rmac ació iónn de iz!u iz!uie ierd rdaa a derecha. 5n ejempl ejemplo+ o+ la gere gerenc ncia ia gene genera rall
se ubicar ubicar'a 'a al e3trem e3tremoo
iz!uierdo del organigrama, el segundo 2ivel se encontrar'a las gerencias de soporte $inform#tica, recurs recursos os humanos humanos,, y las gerenc gerencias ias de l'nea
$opera $operacio cione nes, s,
mar>eting y finanzas&. = finalmente se encuentra la de tercer nivel se colocan las divi divisi sion ones es de cada cada gere gerenc ncia ia de l'ne l'nea+ a+ log' log'st stic icaa y cali calida dad, d, publicidad, ventas ventas y tesorer'a
3.2. 3.2.33 O$ O$%& %&'( '(%$ %$&) &)&& ++-+' +'$ $& &( (& &00 Es a!uel !ue presenta presenta todas las unidades org#nicas org#nicas separadas por niveles jurisdiccionales jer#r!uicos y geogr#ficos este tipo
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as unidades colocadas fuera de la circunferencia se unen por medio de l'neas con corchetes
3.2. 3.2."" O$ O$%& %&'( '(%$ %$&) &)&& +)(+)(-($ ($-4 -4& &$$ -e disponen en un sentido circular, pero empleado solo la semicircunferencia. semicircunferencia. El organigrama es en forma de medialuna. 0antos las unidades de apoyo como la de asesor'a se enlazan al semic'rculo por medio de l'neas y con corchetes
3.2. 3.2.55 O$ O$%& %&'( '(%$ %$&) &)&& +-& +-&& &$$ "epresenta una escalera, pues las unidades org#nicas simulan peldaños en cascada, cascada, ya ya !ue no hay espacio espacio alguno entre entre ellas. as unidades de apoyo se ubican afuera de la escalera mientras el departamento de asesor'a jur'dica, en calidad de unida e3tern
3.2. 3.2.66 O$ O$%& %&'( '(%$ %$&) &)&& $& $&(& (&
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B. O$%&'( O$%&'(%$ %$&)& &)& $&( $&(& & + (70 (70 B -e diferencia diferencia ubicando a la gerencia general general en el medio< medio< pero no en el centro del gr#fico, sino en la parte superior. as de apoyo se encuentran en el e3terior !ue luego se bifurcan en sus respectivas divisiones
3.2. 3.2.88 O$ O$%& %&'( '(%$ %$&) &)&& +& +&' '&$ &$+ + -e denomina denomina as' por semejarse semejarse a un conjunto conjunto de banderas banderas con soportes cada uno. *istribuye las unidades org#nicas siguiendo el patrón del organigrama vertical
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a l'nea de subordinación subordinación nace nace en medio y parte parte inferior de la forma de la unidad org#nica de nivel jer#r!uico y se proyecta al margen iz!uierdo donde se desciende verticalmente. = de esta l'nea parte lateralmente dos l'neas horizontales
B. V&$(&'+ $(&'+ + (70 (70 + B *e este organigrama se proyectan dos l'neas en #ngulo de ?@ grados !ue desembocan en la parte superior de las formas de sus respectivas divisiones
C. V $(&'+ $(&'+ + (70 (70 C
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gerencia de proyecto por un periodo predeterminado, durante el cual el mando operacional !ue cargo del gerente de proyecto.
3.2.13 3.2.13 O$%&'( O$%&'(%$& %$&)& )& +' $+ $+ 6uestra la interrelación de unidades org#nicas por medio de procesos de negocio simult#neos, sinérgicos e integrados. or tratarse de un modelo under construction, hay diversas formas de graficar la red.
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propósito es presentar la integridad de las unidades org#nicas de la entidad.
3.3.2 3.3.2 EL ORGANI ORGANIGRA GRAMA MA GENERA GENERAL L DE TIPO TIPO B: B: Es muy similar similar al anterior, esta esta contiene contiene las estructura estructurass de las unidades de la organización desconcentradas y descentralizadas. En est estaa oport oportun unid idad ad se inc incre reme ment ntaa
la pres presen enta taci ción ón
de la
estructura organizacional organizacional a!u' a!u' entra otras instituciones instituciones asignadas por sectores como también de diferentes niveles de repartición jurisdiccionales !ue est#n dispersos geogr#ficamente pero
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En segunda opción, cada socio de la red elige un grupo para !ue trabaje en conjunto con los e!uipos de sus socios. 7!u' aparece una estructura estructura paralela de acción en grupo, mientras mientras cada socio socio real realiz izaa el rest restoo de sus func funcio ione ness
de acuer acuerdo do a su propi propiaa
estructura. a tercera opción, se enfoca en !ue el funcionario de los socios aleatoriamente de acuerdo a sus horarios trabajar en la sede de otra entidad entidad miembro miembro de la red dond dondee se adaptar'a adaptar'a a los grupos de trabajo asignados en la estructura de cada socio de la red.
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El diagnostico organizacional son los grados en el cual se desarrollaran las las activ ctivid idaades des ah' tene tenem mos !ue ver ver si la entid ntidaad fun funciona iona adecuadamente adecuadamente para lograr una mayor eficacia .
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con los sta>eholders+ accionistas gerentes funcionarios proveedores etc
LA TECNOLOGIA+ 7!u' se encuentra los intangibles esta encargado
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este este es prop propio io de
proc proces esos os prod produc ucti tivo voss !ue !ue no para parali liza zann sus sus
actividades.
LA ESTRUC ESTRUCTU TURA RA POR PROCES PROCESOS OS PRODUC PRODUCTIV TIVOS OS+ 7!u' !u'
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5. ETAP ETAPA A DE RESUL RESULT TADOS inali inaliza zados dos los pasos pasos anter anterior iores es llega el momento momento de presenta presentarr
los
resultados del estudio organizacional el cual el organigrama contribuir# con
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BIBLIOGRAFÍA