THE EARLY SOCIOLOGY OF MANAGEMENT AND ORGANIZATIONS

THE EARLY SOCIOLOGY OF MANAGEMENT AND
ORGANIZATIONS

VOLUME I

Scientific Management
Frederick Winslow Taylor
Comprising:
Shop Management
The Principles of Scientific Management
Testimony Before the Special House Committee

VOLUME II

The Philosophy of Management
Oliver Sheldon

VOLUME III

Dynamic Administration: The Collected Papers of Mary Parker Follett
Edited by Henry C.Metcalf and L.Urwick

Table of contents : BOOK COVER......Page 1
HALF-TITLE......Page 2
TITLE......Page 4
COPYRIGHT......Page 5
THE SECOND EDITION......Page 7
FOREWORD......Page 8
CONTENTS......Page 10
I NOTES ON THE THEORY OF ORGANIZATION......Page 11
Why Divide Work?......Page 12
The Whole and the Parts......Page 14
2. THE CO-ORDINATION OF WORK......Page 15
Co-ordination Through Organization......Page 16
The Span of Control......Page 17
Technical Efficiency......Page 19
Caveamus Expertum......Page 21
Organization Up or Down?......Page 22
Organizing the Executive......Page 23
Aggregating the Work Units......Page 26
Departments Vertical and Horizontal......Page 27
The Tangled Fabric......Page 28
Practice and Theory......Page 29
Organization by Major Purpose......Page 32
Organization by Major Process......Page 34
Organization by Clientele or Matériel......Page 36
Organization by Place......Page 38
Line and Staff......Page 42
4. INTERRELATION OF SYSTEMS OF DEPARTMENTALIZATION......Page 43
Structure and Co-ordination......Page 45
The Holding Company Idea......Page 47
Other Means of Interdepartmental Co-ordination......Page 48
Implications......Page 50
Hire and Fire......Page 52
The Limits of Co-ordination......Page 53
The Accretion of Functions......Page 55
The Evolution of Government......Page 57
II ORGANIZATION AS A TECHNICAL PROBLEM......Page 60
2. CO-ORDINATION......Page 61
3. THE SCALAR PROCESS......Page 62
4. SPECIALIZATION......Page 64
5. THE SPAN OF CONTROL......Page 65
6. “LINE AND STAFF”......Page 70
7. EMPHASIS ON RELATIONSHIP......Page 73
8. EFFECT ON CO-ORDINATION......Page 74
9. THE PROBLEM OF TERMINOLOGY......Page 75
10. DIFFICULTY IN UNDERSTANDING STAFF PRINCIPLE......Page 79
11. STAFF RELATIONS......Page 80
12. STAFF AND THE FUNCTION OF SUPPLY......Page 83
13. SUPPLY IN AN INDUSTRIAL UNDERTAKING......Page 85
14. STAFF AND GENERAL CO-ORDINATION......Page 86
15. GENERAL CO-ORDINATION IN AN INDUSTRIAL UNDERTAKING......Page 88
16. THE TRUE “STAFF” CONCEPT IN BUSINESS......Page 89
17. THE STAFF PRINCIPLE AND THE SPAN OF CONTROL......Page 92
18. THE FUNCTIONS OF ADMINISTRATION AND THE USE OF STAFF......Page 93
19. THE STAFF CONCEPT AND FUNCTIONALIZATION......Page 97
20. PLANNING AND PERFORMANCE......Page 99
21. CONSEQUENCES OF LACK OF CO-ORDINATION......Page 101
22. “STAFF” INTEGRATES “LINE” AND FUNCTION......Page 102
23. SOME OBJECTIONS......Page 103
24. THE EVOLUTION OF ORGANIZATION......Page 104
III THE PRINCIPLES OF ORGANIZATION......Page 108
III THE PRINCIPLES OF ORGANIZATION......Page 109
IV THE ADMINISTRATIVE THEORY IN THE STATE......Page 118
IV THE ADMINISTRATIVE THEORY IN THE STATE......Page 119
Role......Page 121
Administrative Tools 2......Page 123
Confidence Among Administrative Authorities......Page 125
The Minister......Page 126
Prime Minister......Page 127
Minister......Page 128
Directors......Page 129
COUNCILS FOR IMPROVEMENTS......Page 130
V THE FUNCTION OF ADMINISTRATION......Page 135
V THE FUNCTION OF ADMINISTRATION......Page 136
VI THE NEED FOR THE DEVELOPMENT OF POLITICAL SCIENCE ENGINEERING......Page 151
I......Page 152
II......Page 155
III......Page 156
V......Page 160
VII THE EFFECTS OF SOCIAL ENVIRONMENT......Page 163
VII THE EFFECTS OF SOCIAL ENVIRONMENT......Page 164
VIII THE PROCESS OF CONTROL......Page 180
VIII THE PROCESS OF CONTROL......Page 181
IX THE PROS AND CONS OF FUNCTIONALIZATION......Page 191
IX THE PROS AND CONS OF FUNCTIONALIZATION......Page 192
X RELATIONSHIP IN ORGANIZATION......Page 200
X RELATIONSHIP IN ORGANIZATION......Page 201
XI SCIENCE, VALUES AND PUBLIC ADMINISTRATION......Page 208
XI SCIENCE, VALUES AND PUBLIC ADMINISTRATION......Page 209

VOLUME IV

Papers on the Science of Administration
Edited by Luther Gulick and L.Urwick

Table of contents : BOOK COVER......Page 1
HALF-TITLE......Page 2
TITLE......Page 4
COPYRIGHT......Page 5
THE SECOND EDITION......Page 7
FOREWORD......Page 8
CONTENTS......Page 10
I NOTES ON THE THEORY OF ORGANIZATION......Page 11
Why Divide Work?......Page 12
The Whole and the Parts......Page 14
2. THE CO-ORDINATION OF WORK......Page 15
Co-ordination Through Organization......Page 16
The Span of Control......Page 17
Technical Efficiency......Page 19
Caveamus Expertum......Page 21
Organization Up or Down?......Page 22
Organizing the Executive......Page 23
Aggregating the Work Units......Page 26
Departments Vertical and Horizontal......Page 27
The Tangled Fabric......Page 28
Practice and Theory......Page 29
Organization by Major Purpose......Page 32
Organization by Major Process......Page 34
Organization by Clientele or Matériel......Page 36
Organization by Place......Page 38
Line and Staff......Page 42
4. INTERRELATION OF SYSTEMS OF DEPARTMENTALIZATION......Page 43
Structure and Co-ordination......Page 45
The Holding Company Idea......Page 47
Other Means of Interdepartmental Co-ordination......Page 48
Implications......Page 50
Hire and Fire......Page 52
The Limits of Co-ordination......Page 53
The Accretion of Functions......Page 55
The Evolution of Government......Page 57
II ORGANIZATION AS A TECHNICAL PROBLEM......Page 60
2. CO-ORDINATION......Page 61
3. THE SCALAR PROCESS......Page 62
4. SPECIALIZATION......Page 64
5. THE SPAN OF CONTROL......Page 65
6. “LINE AND STAFF”......Page 70
7. EMPHASIS ON RELATIONSHIP......Page 73
8. EFFECT ON CO-ORDINATION......Page 74
9. THE PROBLEM OF TERMINOLOGY......Page 75
10. DIFFICULTY IN UNDERSTANDING STAFF PRINCIPLE......Page 79
11. STAFF RELATIONS......Page 80
12. STAFF AND THE FUNCTION OF SUPPLY......Page 83
13. SUPPLY IN AN INDUSTRIAL UNDERTAKING......Page 85
14. STAFF AND GENERAL CO-ORDINATION......Page 86
15. GENERAL CO-ORDINATION IN AN INDUSTRIAL UNDERTAKING......Page 88
16. THE TRUE “STAFF” CONCEPT IN BUSINESS......Page 89
17. THE STAFF PRINCIPLE AND THE SPAN OF CONTROL......Page 92
18. THE FUNCTIONS OF ADMINISTRATION AND THE USE OF STAFF......Page 93
19. THE STAFF CONCEPT AND FUNCTIONALIZATION......Page 97
20. PLANNING AND PERFORMANCE......Page 99
21. CONSEQUENCES OF LACK OF CO-ORDINATION......Page 101
22. “STAFF” INTEGRATES “LINE” AND FUNCTION......Page 102
23. SOME OBJECTIONS......Page 103
24. THE EVOLUTION OF ORGANIZATION......Page 104
III THE PRINCIPLES OF ORGANIZATION......Page 108
III THE PRINCIPLES OF ORGANIZATION......Page 109
IV THE ADMINISTRATIVE THEORY IN THE STATE......Page 118
IV THE ADMINISTRATIVE THEORY IN THE STATE......Page 119
Role......Page 121
Administrative Tools 2......Page 123
Confidence Among Administrative Authorities......Page 125
The Minister......Page 126
Prime Minister......Page 127
Minister......Page 128
Directors......Page 129
COUNCILS FOR IMPROVEMENTS......Page 130
V THE FUNCTION OF ADMINISTRATION......Page 135
V THE FUNCTION OF ADMINISTRATION......Page 136
VI THE NEED FOR THE DEVELOPMENT OF POLITICAL SCIENCE ENGINEERING......Page 151
I......Page 152
II......Page 155
III......Page 156
V......Page 160
VII THE EFFECTS OF SOCIAL ENVIRONMENT......Page 163
VII THE EFFECTS OF SOCIAL ENVIRONMENT......Page 164
VIII THE PROCESS OF CONTROL......Page 180
VIII THE PROCESS OF CONTROL......Page 181
IX THE PROS AND CONS OF FUNCTIONALIZATION......Page 191
IX THE PROS AND CONS OF FUNCTIONALIZATION......Page 192
X RELATIONSHIP IN ORGANIZATION......Page 200
X RELATIONSHIP IN ORGANIZATION......Page 201
XI SCIENCE, VALUES AND PUBLIC ADMINISTRATION......Page 208
XI SCIENCE, VALUES AND PUBLIC ADMINISTRATION......Page 209

VOLUME V

Management and the Worker
F.J.Roethlisberger and William J.Dickson

VOLUME VI

The Human Problems of an Industrial Civilization
Elton Mayo

VOLUME VII

Organization and Management: Selected Papers
Chester L.Barnard

VOLUME VIII

On the Shop Floor: Two Studies of Workshop Organization and Output
T.Lupton

Lupton's empirical study used real work groups rather than experimental groups working in post-war factories in Britain to arrive at a more sympathetic and informed appreciation of the reasoning behind the positions adopted by workers in their dealings with management, compared with the more management-oriented view of the American Hawthorne experiments.