Subordinate - superior relationships exist not because of charting but because of essential reporting relationships. These reasons for not charting organization structures are clearly unsound. His argument was that charts tend to make people overly conscious of being superiors or inferiors, tend to destroy team feeling, and give persons occupying a box on the chart too great a feeling of 'ownership'?Another top executive once said that if an organization is left uncharted, it can be changed more easily and that the absence of a chart also encourages a competitive drive for higher executive positions on the part of the uncharted middle-management group. As this is done, both the distilled experience of practicing managers and the findings of scholars are presented., This is in such a way that the reader may grasp the relationships between each of the functions, obtain a clear view of the major principles underlying them, and be given the means of organizing existing knowledge in the field.
Each of the managerial functions is analyzed and described in a systematic way. Managing could, then, be called 'performance environment design.' Essentially, managing is the art of doing, and management is the body of organized knowledge which underlies the art. Is defined here as the creation and maintenance of an internal environment in an enterprise where individuals, working together in groups, can perform efficiently and effectively towards the attainment of group goals.
This book undertakes the study of by utilizing analysis of the basic managerial functions as a framework for organizing knowledge and techniques in the field.
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