IMPORTANCE OF TECHNOLOGY FOR THE PROFESSIONAL DEVELOPMENT

OF SECRETARIES

The functions of the secretary would not have been the same as there was
no interrelation between the world of ideas and technological progress, which
is important to publicize new innovations within the labor field, getting
involved with those actions that are necessary in the successful performance
thereof.

Currently, technological means help to plan, organize and establish

controls that allow them to guarantee beneficial results that favor management
and everything that involves secretarial management.
Definitely, today's executive secretary plays a very important role in
demonstrating her effectiveness and productivity towards the company, by
updating new technological tools. The technological process responds to
human needs; To do this, it uses accumulated scientific knowledge in order to
apply the necessary technical procedures that lead to optimal solutions.
Technology encompasses both the creation process and the results.

Technological activity influences social progress but also the deterioration of

our environment where the secretary acts consciously, encouraging the labor
field to appropriately use new technological tools.

JUSTIFICATION

The students of the Management Executive Secretariat career, through the

research method, propose the project called THE INFLUENCE OF
TECHNOLOGY IN THE SECRETARIAL AREA OF THE MANAGERIAL
EXECUTIVE SECRETARIAT CAREER, we take into account the need to apply
the management and use of ICT, since the secretarial area is very important to
update in the modern world of the labor field.
 Through this project, we want the students of the Executive Management
Secretariat career and the secretaries of the various departments to learn
about the different technological tools that are very useful to facilitate their
work within an office, in which technological tools They reduce the material
and financial costs of companies.

SECRETARY MANAGEMENT

It is important to develop the secretary's innovation, adaptation and

continuous learning skills, where the application of knowledge, tools and
techniques necessary to support excellence and productivity in personal and
professional performance is demonstrated. Through improvement, they
become more competent and trained people in fulfilling their multifunctional
executive assistance tasks. Since technology is constantly evolving, it is
beneficial for self-learning, which is why updating knowledge in the secretary
is essential for job performance.

The role of the secretary within technology is very relevant for the internal
and external communications of the company, thus giving rise to the
manipulation of new openings that the Internet has generated, computing
leads to the proper management of the basic fundamentals of technology. and
its tools that make communications and other office operations easier.

ICT
ICTs (information and communication technologies) are those technologies
that are needed for the management and transformation of information, and
very particularly the use of computers and programs that allow creation,
modification, storage, administration, protection and recovery. information.

The so-called Information and Communications Technologies (ICT) occupy

a central place in society and the economy at the end of the century, with
growing importance. The concept of ICT arises as a technological affinity of
electronics, software and telecommunications infrastructures.

The association of these three technologies gives rise to a conception of the

information process, in which communications open new horizons and
paradigms. ICT gives rise to each of these technologies, telecommunications,
computing and audiovisual are also trending in new markets, even creating a
new sector of activity, endowed with great economic relevance in the
multimedia sector.

Since the appearance of man on earth , he has felt the need to find
mechanisms that facilitate communication and allow him to obtain information
in a faster and more efficient way, in order to improve his quality of life . The
first attempts date back to the appearance of the printing press as a means of
disseminating thought and ideas, passing through the era of electronics until
arriving at a new information and communication system in line with the
changes and transformations that society has been undergoing. humanity.
 The most industrialized countries enjoy better results in their economic
activities thanks to the incorporation of Information and Communication
Technologies ( ICT ), which are tools that are of great support in the
development of the economic, political and social processes of any society. to
use them, taking into account that they are not only limited to the field of
information and communication, but also provide other benefits that citizens
require. The use of Information and Communication Technologies (ICT) within
the phenomenon of globalization has determined the starting point for the
optimization of management processes, producing changes in the
organizational structure . This communication transformation has had an
impact on all Latin American countries, proving that the use of ICT generates
advantages and conveniences in the use and use of information and
communication.

It is necessary to highlight then that the director of any educational

institution must be concerned about knowledge , training and training in
relation to ICT, which will allow him to have better professional performance in
the activities that he develops in schools, in this sense, Planning and
coordination of aspects and steps that require innovative instruments that give
dizzying and dynamic results must be used. These tools are represented in
ICT, which is currently of vital importance for educational management
development.

TYPING RULES

1. EMOTIONAL INTELLIGENCE IN THE EXECUTIVE SECRETARIAT

This concept of emotional intelligence is extremely useful to increase

effectiveness in human resource management. In the field of the
Management Secretariat, emotional intelligence becomes vitally important,
because the implementation of this concept facilitates the performance of
the functions of the position. Facilitates and increases the efficiency of the
secretariat in dealing with clients and managers.

Some traits of a secretary with emotional intelligence

1. Empathy: The secretariat must understand the behavior and ideas of

other people and put themselves in their place, considering and respecting
the opinions of their team members, which will facilitate group
management.

2. Problem solving: The business world is very tough and it is

necessary to have a high capacity for problem solving and at the same time
initiative to do so. An emotionally intelligent secretariat is optimistic and
persistent in its objectives despite all the obstacles that may arise.

3. Teamwork: To achieve the objectives, it is essential to involve all

team members in them, involving and motivating them. Successful
collaboration between members of a team will lead to the achievement of
that team's goals.

4. Communication skill: Cohesion between team members is supported

by fluid and relaxed communication. If this exists, then the secretariat will
be able to motivate the team and achieve the objective together. As we have
seen in this article, the theory of emotional intelligence still has a long way
to go in the business world. Being a palpable reality in the globalized labor
market, as demonstrated by the realization of emotional intelligence.

2. RELEVANT MODERN TYPING RULES

These rules are almost as important as spelling rules and failure to comply
produces a bad impression of the work being done. Some of the most
important or used ones are listed below:

* Punctuation marks such as periods, commas, colons, etc., are always

attached to the preceding word; That is, you should never put a space in
front of any of these signs.

* Regarding signs that open and close such as quotes, parentheses,

braces, etc., the sign that opens must be attached to the word that follows,
and the sign that opens must be attached to the word that follows, and the
sign that closes must be joined to the preceding word; That is to say, after
an opening sign there is never a space, just as there is never a space in
front of a closing symbol.

* The titles of the sections or subsections should not be loose. If there is

no space on the page to start a section, you must start on a new page.

Interesting suggestions

They have been called suggestions rather than rules since they are usually
in common use, although non-compliance does not necessarily imply a
detriment to the work presented. They are rather style rules that can be
followed or not, although most of them are interesting:

* It is good practice to try to avoid the Anglo-Saxon terms as much as

possible and use the Spanish equivalent. If there is no other option, you
can use the term in English by putting it in italics, giving some clue about
its meaning in Spanish.

* The parameters of mathematical formulas are usually written in italics,

so when a parameter is referred to in a text it must be italicized. Numbers
and function names are written without italics.
 * The separation between paragraphs of a text is advisable, as it makes
it clearer. However, it is not advisable to put a space that is too large, which
in no case should be larger than one line.

LEGAL DOCUMENTS

A legal document, or simply a document in law, is any means, especially

graphic, that proves the existence of a fact, the accuracy or truth of a
statement, etc., that has evidentiary value. Documents are often synonymous
with minutes, letters or writings and are only useful if they are signed.

This type of document is added or can be associated as a type of

instrument, that is, a tool that acquires powers and is used in certain
procedures. It can also be individualized information, that is, it can be
distinguished by a name or a code, which deals with a specific matter of a
nature and particular interest of an institution of a secret, strategic nature or
that represents intellectual capital.
 There are different types of legal documents, among the most prominent
and widespread are: Birth Certificate, Voter's Credential, Certificate of
Education, CURP, Passport, Title and Professional Identification Card, Military
Card, Driving License among many others. On the other hand, it is worth
mentioning that administrative or legal documents, as they are commonly
known, are a formal written communication that is used in both public and
private administration, in order to allow compliance with obligations and
enjoyment. of rights recognized by the laws and regulations that govern each
entity or institution.

Legal documents are those in which a competent authority initials the

document, be it a lawyer, a notary, or a judge. It must be an authority who has
a university degree in legal matters, which does not imply that a medical
examiner cannot endorse a certificate; on the contrary, his or her signature is
necessary; Thus, a school director certifies that a student has met the
requirements demanded by the educational authorities. Legal documents are
all those that prove a fact, event or the veracity of a statement or request.
Therefore, they are documents that can be considered testimony or evidence
in the broad sense of the word. The main characteristic of legal documents is
that they must be signed by the people involved or interested in the fact that
the document describes, establishes or sanctions. In this way, documents of
this type are the result of an agreement or acceptance. Most of them are
letters, minutes and other types of documents such as promissory notes,
receipts, contracts, etc.

Below is a list of some of the most important legal documents.

-Birth certificate

-Marriage certificate

-Passport
-Voting lisense

-Military card

-Deeds of real estate

-Invoice for a car

-Visa

-I will pay

-Federal taxpayer registration

-Driver's license

-Payment agreement

-Professional license

ADMINISTRATIVE THEORIES

CLASSICAL THEORY.

The classical theory emerged in France. It was mainly characterized by the

emphasis on the structure that an organization must have to achieve
efficiency. It was born in France in 1916 and its main exponent is the mining
engineer Henry Fayol, who presented his theory in his famous book
Administration industrielle et générale published in Paris in 1916.

Fayol's study is based on a synthetic, global and universal approach to the

company, which begins the anatomical and structural conception of the
organization, which quickly displaced Taylor's analytical and concrete vision.

For Fayol, administration is a whole and a set of processes of which the

organization is one of the parts which is static and limited, since it refers to the
structure and form.
Classical theory was distinguished by its emphasis on the structure and
functions that an organization must have to achieve efficiency.

BASIC FUNCTIONS OF CLASSICAL ADMINISTRATION

Fayol starts from the conception that every company can be divided into
six groups of functions, namely:

· Technical functions (production of company goods and services).

· Commercial functions (purchase, sale or exchange).

· Financial functions (related to the search and management of capital).

· Security functions (protection and preservation of property and people).

· Accounting functions (inventories, records, balances, costs and statistics).

· Administrative functions (they coordinate and synchronize other functions

and are always above them.
PRINCIPLES OF CLASSICAL MANAGEMENT

· Division of labor: specialization of tasks and people to increase efficiency.

· Authority and responsibility: authority is the right to give orders and the
ability to expect obedience; Responsibility is a natural consequence of
authority and implies the duty to be accountable.

· Discipline: depends on obedience, dedication, behavior and respect for

established rules.

· Unity of command: each employee must receive orders from a single

superior. Single authority principle.

· Management unit: establishment of a leader and a plan for each group of

activities that have the same objectives.

· Subordination of individual interests to general interests: general interests

must be above particular interests.

· Staff remuneration: there must be fair and guaranteed satisfaction for

employees and for the organization, in terms of remuneration.

· Centralization: concentration of authority at the top of the organization's

hierarchy.

· Hierarchy or scalar chain: line of authority that goes from the highest step to
the lowest. It is the command principle.

· Order: there must be a place for everything and everything must be in its
place. It is the material and human order.

· Equity: kindness and fairness to gain staff loyalty.

· Personnel stability: Turnover has a negative impact on the efficiency of the

organization. The longer a person stays in a position, the better.

· Initiative: ability to visualize a plan and personally ensure its success.

· Team spirit: harmony and unity between people constitute great strengths for
the organization

The classical theory was characterized by its normative and prescriptive

approach: determining which elements of administration (functions of the
administrator) and which general principles the administrator must follow in
his activity. This approach therefore became the main rationale for classical
theory.

MANAGEMENT CONCEPT

To clarify what administrative functions are, Fayol defines the act of

managing as planning, organizing, directing, coordinating and controlling.
Defining them in the following way:

· To plan:

Visualize the future and draw up the action program.

· Organize:

Build the material and social structures of the company.

· Lead:

Guide and orient staff.

· To coordinate:

Link, unite and harmonize all collective acts and efforts.

· Check:

Verify that everything happens in accordance with the established rules

and the orders given.

MAIN REPRESENTATIVES OF CLASSICAL THEORY.

· Henry Fayol

· Lyndall Urwick

· Luther GulicK.

· James D. Mooney.

· H.S. Dennison.

· Stuart Chase.

ORGANIZATION THEORY
 Classical theory conceives the organization in terms of structure, form and
arrangement of the parts that constitute it, in addition to the interrelationship
between these parts, being therefore static and limited.

It is characterized by having a hierarchy or scalar chain which is based on

the principle of unity of command, which means that each employee must
report only to a superior.

Formal organization: it is one where the procedures, rules and positions

are explained in writing, it is called the rational division of work.

Informal organization: it is the one that appears among the people who
generally occupy a position in the formal organization

CRITICISM OF CLASSICAL THEORY

Finally, and after the classical theory was formulated, its criticisms arose.
These are numerous, forceful and generalized.

Firstly, classical theory has a simplified approach to formal organization,

leaving out informal organization.
 Second, the absence of experimental works that could provide a scientific
basis for their statements and principles. Fayol and his followers called
principles, which is a synonym for law, their information that is based on their
observation and which was therefore empirical and not proven.

Third, it has an incomplete approach to organizing and viewing the

organization as if it were a closed system. This incomplete approach lies in the
fact that they did not consider the human factor within the organization.

SCIENTIFIC THEORY.

Frederick Wilson Taylor (1856-1915), founder of scientific management,

was born in Philadelphia, United States. He came from a family of rigid
principles and was educated within a mentality of discipline, devotion to work
and savings. At that time the payment system by piece or by task was in
fashion. This led Taylor to study the problem of production in its smallest
details, because, thanks to his progress in the company, he did not want to
disappoint his employers, nor disappoint his co-workers, who wanted the then
workshop boss not to be tough with them in the piece-work approach. Taylor
began the experiences that would make him famous, where he tried to apply
his conclusions, overcoming great resistance to his ideas.

. REPRESENTATIVES.
PRINCIPLES OF SCIENTIFIC MANAGEMENT

For Taylor, management acquired new powers and responsibilities

described by the following four principles:

1. Planning principle: replace the operator's individual criteria,

improvisation and empirical-practical action in the work with methods based
on scientific procedures. Replace improvisation with science, through method
planning.

2. Principle of preparation/planning: scientifically select workers according

to their abilities and prepare and train them to produce more and better,
according to the planned method.

3. Principle of control: control the work to certify that it is being executed in

accordance with established standards and according to the planned plan.

4. Principle of execution: distribute powers and responsibilities differently,

so that the execution of the work is disciplined.
WORK RATIONALIZATION

As among the different methods and instruments used in each job there is
always a faster method and a more suitable instrument than the others, these
methods and instruments can be found and perfected through scientific
analysis and refined study of times and movements, instead of leaving them at
the personal discretion of each operator. This attempt to replace empirical and
rudimentary methods with scientific methods in all trades was called rational
work organization (ORT).

CONTRIBUTIONS OF THE SCIENTIFIC SCHOOL TO THE ADMINISTRATION

 Assembly lines allow greater speed in the manufacturing of products.

 Efficiency techniques currently serve organizations.

 Emphasis on work design.

 Scientific selection and training of workers.

LIMITATIONS

 Mechanism of scientific administration, the organization was conceived

as a machine.

 Super specialization, of the worker that generated excessive pressure

instead of motivation

 Rational approach assumed that people's main motivation was to satisfy

their physical and economic needs.

 The emphasis on productivity to increase business profitability led to

the exploitation of workers. As a result, protective regulations were
created by unions.

 Incomplete study of organization.

THEORY OF HUMAN RELATIONS

The theory of human relations was developed by Elton Mayo and his
collaborators Mery Perker Follet, Abraham Maslow and Douglas Mc Gregor in
the United States in the year 1930.

The THEORY OF HUMAN RELATIONS arose from the need to counteract

the strong trend of dehumanization of work that began with the application of
rigorous, scientific and precise methods to which workers had to submit.
Reflecting two basic aspects:

- Adaptation of work when working

- Job analysis

HUMANISTIC APPROACH
It originates an effective conceptual revolution in administrative theory: if
Before the emphasis was placed on the task (by scientific administration) and
on the Organizational structure (by classical management theory), now it is
placed on the people who work or participate in organizations. In the
humanistic approach, concern for the machine and the work method, for the
formal organization and the principles of administration applicable to
organizational aspects give priority to concern for man and his social group:
technical and formal aspects. We move on to psychological and sociological
aspects.

CHARACTERISTICS

· Study the
organization as
a group of
people
· Worker autonomy

· Trust and openness

· Trust in people

· Full authority delegation

THE INDUSTRIALIZED CIVILIZATION OF MAN

The theory of human relations was primarily concerned with studying the
oppression of man at the hands of the enslaving development of industrialized
civilization. Elton Mayo, the founder of the movement, dedicated his books to
examining the human, social and political problems derived from a civilization
based almost exclusively on industrialization and technology.

ELTON MAYO

His primary interest was to study, on the worker, the psychological effects
that the physical conditions of work could produce in relation to production. It
showed that there is no worker cooperation in the projects, if they are not
listened to or considered by their superiors, it is difficult and sometimes
almost impossible to reach the set objectives.

THE HAWTHORNE EXPERIMENT

It is divided into four phases:

FIRST PHASE: Study of the effects of lighting on workers' performance
Two groups of workers that carried out the same operation under identical
conditions were chosen for the experiment:

· an observation group worked under varying intensity of light,

· a control group worked under constant intensity.

SECOND STAGE:
Study of the most satisfactory performance conditions

1st period: The production of each worker was recorded for two weeks in her
original service area, without her knowledge, and her productive capacity
under normal working conditions was established. This average was compared
with the other periods. 2400 units per week per young person.

2nd period: The experimental group was isolated from the testing room,
maintaining normal working conditions and hours, and the production rate was
measured. It lasted five weeks. Verified the effect produced by the change of
workplace.

3rd period: The payment system was modified. The control group was paid
for group tasks. The group of young people was also separated from the
experimental group, and it was verified that they perceived that their individual
efforts had a direct impact on their salary. Increase in production.

4th period: Marks the beginning of the introduction of direct change at

work. 5 min were introduced. rest in the middle of the morning and 5 min. in
the middle of the afternoon. Increase in production.

5th period: Work intervals were increased to 10 min. Each. Increase in

production.
 6th period: 3 intervals of 5 min were given. in the morning and another 3
intervals of 5 min. In the afternoon. Production did not increase. (Breakage of
work rhythm).

7th period: The intervals of 10 minutes were changed again, one in the
morning and one in the afternoon. During one of them a light snack would be
served.
Increase in production

8th period: With the same conditions as the previous period, the
experimental group began to work only until 4:30 p.m. and not until 5:00 p.m.,
like the control group. Sharp increase in production

9th period: The experimental group's work ended at 4:00 p.m.

Production remained stable.

10th period: The experimental group returned to work until 5:00 p.m., as in
the seventh period. Production increased considerably.

11th period: A 5-day week was established, with Saturday free for the
experimental group. Production continued to increase.

12th period: The same conditions of the third period were returned; All
benefits given during the experience were removed, with the approval of the
young women. It lasted 12 weeks. 3000 units per week per young person in the
experimental group!

THIRD PHASE

Organization of workers
 Existence of an informal organization of workers in order to protect
themselves against what they considered threats from the administration
against their well-being.

FOURTH PHASE

Study of the informal relationships of employees and the formal

organization of the factory. An experimental group was chosen to work in a
special room with identical working conditions to those of the department.
Inside the room there was an observer and outside of it a person sporadically
interviewed those workers. It lasted from November 1931 to May 1932.

The payment system was based on the group's production: there was an
hourly wage based on countless factors and a minimum hourly wage in the
event of interruptions in production. Wages could only be raised if total
production increased.

CONCLUSIONS OF THE EXPERIMENT

Human relations: actions and attitudes resulting from contact between people
and groups. Not only the workers, but the family can influence production.
The staff is not a constant in the system. Any innovation or change invariably
and unconsciously produces a reaction in the staff.
The level of production is the result of social integration (the greater the
integration, the greater the productive capacity), not the physical or
physiological capacity.
 THE PRINCIPLES OF ADMINISTRATIVE PROCEDURE

The principles, in general, constitute the institutional legal support of a

Social Democratic State of Law. An administrative procedure must be
understood as a plurality of acts coordinated with each other, so that, without
each previous act, none of the subsequent ones are valid and, conversely,
without each subsequent act, none of the previous ones are effective.
 A principle is more of a fundamental criterion in itself that, in some way,
marks the sense of justice of legal norms.

This means that the administrative procedure is an internal organization of

a plurality of operations expressed in diverse acts carried out heterogeneously
by various subjects or bodies, operations and acts that are articulated to the
production of a final act, despite their relative autonomy.

According to Professor Milano Sánchez, the administrative procedure

emerges as "the most appropriate legal technical means to determine the real
truth of the facts that will serve as a reason for the final act", therefore, the
procedure includes the rule "audi alteram partem" or the right to be heard
arguing in his defense and considering the evidence; For the application of
this rule, it is good to differentiate the nature of the trial or act from the
procedure, that is, the administrative procedure constitutes a guarantee
regarding the rights of any individual or collective person, public or private,
whose subjective right or legitimate interest is be affected by an administrative
action.

In this understanding, law is made up of reality and values and norms;

Consequently, a principle is more of a fundamental criterion in itself that
marks, in some way, the sense of justice of legal norms, principles are not
rules from which conclusions can be deduced by logical reasoning, on the
contrary, They are ways of understanding and making the law work so that it is
fair.

The principle of law contained in the law, practically, is no longer

considered a principle as a supplementary source, on the contrary, it is a legal
precept; The principles that inform the legal system itself are implicitly
contained in it, to apply them is to apply the spirit of the laws and this is to
apply the laws themselves, which in spirit and letter compose, consequently,
the principles of the law come into force immediately. when the law itself
comes into force.
 Among the main characteristics regarding the principles, their mainity and
potential dynamism can be identified, that is, by the first we understand the
pre-eminence of the principles over the norms and, by the second, in the sense
that these principles are managers of the solutions that demand a right in
formation.

The principles are fundamental legal premises that seek, with their
application, justice, equity, common good, social well-being; That is to say,
they are the basic content of the system; in addition, they have an inevitable
hierarchical superiority over the other elements of the system, in such a way
that the norm consistent with a general principle will be the one that must
prevail.

USEFULNESS OF THE PRINCIPLES

These serve as a basis for the legislator in the elaboration of laws,

however, there are others that, without being immersed in the norm, serve the
judge to decide in accordance with good law. Likewise, these principles fulfill
the limiting function when they orderly demarcate relationships. between
hierarchically higher legal norms with others of lower rank.

There are principles applicable to the administrative procedure that are

recognized by the majority of legal systems and that are contemplated in the
Political Constitution of the State (cpe), Art. 232, for the same reason, it is clear
that legal norms of a constitutional nature are of a higher hierarchy than any
other norm of the legal system, since they enshrine legal principles that
throughout history have taken an important role within the administrative
procedure and that ignoring them is impossible.

CHARACTERISTICS OF THE TRAINING PRINCIPLES OF THE PROCESS

 The Argentine writer Jorge W. Peyrano points out the existence of two
characteristics, “bifrontality and complementarity”, the first refers to the
presentation of principles in opposing pairs, for example, the dispositive
principle is opposed to the inquisitive principle, the principle of concentration
is opposed to the principle of dispersion, the principle of conservation that of
nullity, that of orality that of writing, etc.

By the second it is understood that the principles are not isolated from
each other, but rather strongly linked or united, mainly the most important
ones imply or suppose the existence of others that are complementary or
consequential, for example, the principle of economy necessarily supposes
the existence of principles such as procedural momentum, concentration,
speed, estoppel, conservation, sanitation, etc.

Gerardo Parajeles structures the principles of the administrative procedure

and makes the following classification: Principles inherent to the object of the
process, the structure of the process, the procedure and the morality of the
process. So. Max Mostajo makes a description of each of these.

PRINCIPLES INHERENT IN THE PURPOSE OF THE PROCESS

a) Fundamental. The public function is oriented exclusively to serving the

interests of the community and not of any political party or bias, which
constitutes a constitutional principle.

b) Self-protection of the administration. The public administration is

invested with legal power to guarantee the fulfillment of a certain purpose,
which is its own for the satisfaction of interests in general, since, for T.
Hutchinson, “the administration has the power of self-protection, that is, first
of all declarative or decision-making self-protection, capable of modifying or
extinguishing subjective legal situations; secondly, executive self-protection
consisting of the power to execute one's own acts and decisions ex officio."

c) Material or instructional truth. The administration has the power to seek

and obtain the evidence necessary to clarify the issues, with a wide range of
possibilities in the investigation, consisting of the investigation of the material
truth of what happened, with precedence over the formal truth, on whose merit
there is no will be limited to the documents in the file, but rather verifying in
other places or files where the real and objective evidence is found, what is
called inquisitor, that is, this principle is contrary to the formal aspect of
justice, to the excessive formality of the Justice administration.

PRINCIPLES INHERENT IN THE STRUCTURE OF THE PROCESS

a) Full submission to the law or objective legality. Not only does it attempt
to protect the interests of any individual or collective person, public or private,
whose subjective right or legitimate interest is affected by an administrative
action, on the contrary, the defense of the adjective legal norm, in order to
maintain the rule of law and justice, this is how the public interest is expressly
manifested, by respecting objective law and the primacy of the law as due
process.

b) Normative hierarchy. Administrative as well as regulatory actions must

observe the normative hierarchy and supremacy of the Constitution, in its
most generalized expression it implies recognizing the cpe as the fundamental
supreme norm of the Social and Democratic State of Law, which is constituted
as the base and foundation on which establishes the structure of the rules and
administrative acts.

c) Proportionality. The administration must always act subject to the law

and use the appropriate means for compliance, which implies the adaptation of
the means to the purposes and prohibiting excesses in action, it has special
importance especially in matters of administrative sanctions, in interventions
or administrative incidents in the exercise of the rights of the interested party.

d) Guarantee of due process. This principle constitutes a constitutional

guarantee that integrates three subprinciples consisting of the right to be
heard, to offer and produce evidence and to a founded or motivated decision
by the public administration, since ignorance of this principle generates vices
that affect to procedural administrative acts.

PRINCIPLES INHERENT IN THE PROCEDURE

a) Impartiality or probity. This principle requires impartial and fair conduct

on the part of the administrative authorities without the relativity of this
principle serving as an excuse, under breach of the constitutional guarantee,
although the guiding weight is always the general interest, avoiding all types of
discrimination or exclusions.

b) Economy, simplicity and speed. It is the effectiveness in solving cases,

with the lowest cost, in a quick and simple manner, urging administrative
authorities to ensure the respect of their subordinates in the fulfillment of
functions in accordance with the Law, under responsibility established in
accordance with the relevant standards.

c) Informalism. Although the administrative procedure needs to be subject

to certain procedural rules, it should not impede the free action of the person
who resorts to this means or hinder the expression of their requests, which
does not imply total informality since the administration must adjust to the
procedure already legislation; The informal action in favor of which this
principle governs does not entail the loss of a right within the procedure, since
the rule provides that non-observance of formal requirements, which can be
fulfilled later, may be excused and this will not interrupt the administrative
procedure. That is to say, non-compliance with the forms of action does not
entail the loss of a right within the administrative procedure. In practice, when
faced with non-compliance with a formal duty, the administration must opt for
the solution that is most favorable to the user. interested.

d) Advertising or transparency. The law guarantees quality, efficiency and

transparency of all administrative actions, breaking the traditional and secrecy
of medieval procedures. The principle of publicity has no other limit than the
data referring to the privacy of people logically reserved, when reasons of
public interest do not prevail or when expressly provided by law; Thus,
publicity in the procedure means fair knowledge of the administrative actions,
which according to Agustín Gordillo, "is specified in the so-called 'view' and
photocopy of the actions", so the lack of publicity and transparency is
suspicion and corruption antechamber.

e) Impulse of Office or officiality. From my point of view it deserves

importance, because it implies not only the ex officio impulsion, but also the
ex officio instruction, therefore, it is up to the administrative authority to adopt
the measures leading to its impulsion until the issuance of the final act, as well
as the development of the activity necessary to obtain the relevant evidence
for its adequate resolution, in this context, the burden of proof falls on the
public administration.

f) Free administrative procedure. This principle is considered important for

its development, since the sponsorship of the lawyer in administrative
procedures is not necessary.

g) Contradiction. It is the possibility that interests are asserted and these

interests are adequately confronted in the presence of their respective owners
before adopting a final decision, that is, there is no valid procedure if there is
no equality of opportunity between the parties in each of the procedures or
procedural moments, a true contradictory debate about the facts and the law.

h) Writing. Notwithstanding the movement of oral processes that can be

carried out exceptionally, in the administrative field there is the convenience of
the written procedure, this to avoid pressure on the interested parties, forcing
the requests to be motivated and decided in a timely manner, in addition, what
is written remains as evidence given the number of processes that must be
processed.

PRINCIPLES INHERENT IN THE MORALITY OF THE PROCESS

a) Legality. This principle has its origin in the desire for security, the
aspiration for an ideal and unattainable goal of absolute legal security, while
the latter is not possible with the crude instrument of the law, likewise, it is
presumed that all actions in the procedure administrative authority are
presumed legitimate, consequently, no administrative authority can dictate any
provision that does not find support in some legal precept, that is, it implies an
obligation for the authorities to act in accordance with the laws and the CPE
itself.

ADMINISTRATION CHARACTERISTICS

Some of the most notable characteristics of the administration are its

multidisciplinarity, its flexibility and its binding nature.

Administration consists of governing, governing or directing an office,

company , institution or property, which may or may not be owned by the
person who administers it.

It is a process that includes planning, organization, direction and control to

achieve certain objectives using economic, human, material and technical
resources and supported by systematized tools and techniques.

It is also a science because it uses the scientific method to develop

concepts and theories, and to test the best ways to achieve the objectives of
the managed organization. It is based on techniques aimed at achieving an
objective effectively and efficiently.

Like all science, it impacts human life because its errors and successes
have effects on how a family, an institution, a company or a government
develops. This discipline seeks continuous improvement in the management
of both personal and material resources. It is oriented towards the search for
effectiveness.

Managing a business includes the performance or management of

business operations and decision making, as well as the efficient organization
of people and resources. Business administration includes four pillars:
planning, organization, direction and control.

List 10 Characteristics of Administration

1- Multifaceted

Given the nature of this process, whoever exercises it must assume

different roles:

1. Planner: a manager must set organizational objectives, strategies and

policies, using a formal or informal strategic map. Ideally, you should
use SWOT analysis for this task.

2. Organizer: organizes the information regarding who is going to perform

the task, how it will be done, when and in what order it will be done.

3. Director: his role is to lead a team and make decisions based on logical
and intuitive models.

4. Controller: compares what has been carried out with the established
objectives and goals. The objective of this comparison is to detect
possible deviations from the plan and, if necessary, take the necessary
measures to correct them.
 5. Spokesperson: must perform tasks that involve a relationship of
authority with others. For example, being the face of the company at
inaugurations or launches... or hiring, motivating and disciplining
employees. You must also establish relationships with internal or
external sources that provide useful information for your management
work.

6. Vigilant: is attentive to information in the environment that may affect

the organization's operations.

7. Disseminator: transmits relevant and official information to the members

of the organization.

8. Decision Maker: Initiates and supervises new projects, delegates tasks,

leads discussions, handles crisis situations, and takes corrective
actions.

The administrator usually assumes these functions simultaneously.

2- Interdisciplinary

Administration is helped by other sciences related to work efficiency such

as: sociology, psychology, law, economics, anthropology, mathematics,
industrial engineering, accounting, ergonomics or human and cybernetic
engineering.

It is also considered a science because it is an accumulated body of

knowledge that includes principles, theories and concepts.

It is a discipline that aims to explain how organizations act and includes a

set of rules, norms and procedures to change that behavior, as appropriate.

3- Universal

Every social institution (state, army, companies, churches, family, etc.), or

political system, anywhere in the world, needs a system of coordinated means
and resources that is obtained by managing.
 Therefore, decision making (what is done, how it is done, when it is done,
in what order it is done, who does it, with what resources it is done), is key in
administration.

4- Flexible

The administration acts in one way or another depending on the particular

requirements of each organization.

This characteristic is of real importance in today's world, since changes in

the environment and greater market demands force us to develop a great
capacity for adaptation at all levels.

5- Instrumental

It is the means to achieve the correct and most affective functionality of the
social organism to which it is applied.

6- Binding

Each member of the organization contributes to the achievement of the

common objective. Administration requires a distribution of roles and tasks as
well as the creation of a “production line” in which the processes have a
certain order and specific areas that execute them.

7- Intangible

It is a process that can only be evaluated by its results.

8- It does not imply ownership but it does imply meritocracy

Those in charge of administration are not necessarily the owners. However,

whoever manages is expected to have certain knowledge, skills and qualities
such as the following:

 effective communication

 positive leadership

 planning
  organization capacity

 willingness to learn

 forecast

 cooperation

 conflict resolution and delegation skills

 knowledge of technology and administration functions

9- It has a temporal unit

The process is constant throughout the life cycle of the organization in

question. All parts of the administrative process exist simultaneously, even
though it is a process that includes different stages.

10- Implies hierarchical unity

Those involved in the management of a social organization, regardless of

their role, participate in the same administration. Even when that role has a
certain scope, it participates in achieving the general objective.

On the other hand, administration, as it is applied to social organizations of

a different nature, can use different methods and techniques, but always with
the aim of improving and optimizing the processes for the success of that
entity.