Primarily, he is remembered for the contributions he made in the area of microeconomics (Simon, 1978). He created organizational decision-making, which was very significant, and the ideas that he came up with in that area are still known and accepted today. Uncertainty in this particular area was another one of the concepts that Simon introduced and that is still important today (Simon, 1991). Most of the works that he wrote concerned themselves with decision-making, and he expended on this concept and worked with it for most of his life. It was so important for him that he revisited it in many different ways throughout his life and the books and articles that he wrote.
ibliography

Henri Fayol (n.d.) Retrieved at http://www.analytictech.com/mb021/fayol.htm.

Simon, H. (1991). "Organizations and markets." Journal of Economic Perspectives, 5(2), 28.

Simon, H. (1978). Autobiography. Nobelprize.org. Retrieved at http://nobelprize.org/nobel_prizes/economics/laureates/1978/simon-autobio.html

Simon, H. (1997). Administrative behavior, 4th edition. New York: Free Press.

Wren, D., edeian,…...

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Bibliography

Henri Fayol (n.d.) Retrieved at  http://www.analytictech.com/mb021/fayol.htm .

Simon, H. (1991). "Organizations and markets." Journal of Economic Perspectives, 5(2), 28.

Simon, H. (1978). Autobiography. Nobelprize.org. Retrieved at  http://nobelprize.org/nobel_prizes/economics/laureates/1978/simon-autobio.html 

Simon, H. (1997). Administrative behavior, 4th edition. New York: Free Press.

Discipline was to be secured through good superior, clean, and fair agreements and judiciously applied sanctions. Sanctions included remonstrances, warnings, fines, suspensions, demotions, and dismissals (Parker & Lewis, 1995, p.219)

esearch has been done to show the significance of long-rang planning practices in the food, chemical, oil, steel, machinery, electronics, and retail segments of U.S. industry (ue, 1973, p.23). Variations of Fayol's theory provide the curriculum framework for most collegiate business schools (Carter, 2001, p.454). Carter (2001) reported that Fayol's attempts to specify how the nature of managerial work varies across hierarchical levels of the organization are still being perused (Carter).Berdayes (2002) stressed the usefulness of the rationalization of work processes and organizational structures, with an emphasis on elaborating a clear, hierarchical division of labor, as well as clear " lines of command."

Fayol's theory of management is relevant to today's manager by expressing the need for long-range planning (ue, 1973, p.23).…...

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References

Berdayes, V. (2002). Traditional Management Theory as Panoptic Discourse: Language and the Constitution of Somatic Flows. Culture and Organization, 8(1), 35-49.

Carter, N.M. (2001). Review of General and Industrial Management by Henri Fayol.. Special Book Review Section on the Classics of Management, 454-456.

Crainer, S. (2003). One hundred years of management. Business Strategy Review, 14(2), 41-49.

Parker, L.D., & Lewis, N.R. (1995, November). Classical management control in contemporary management and accounting: the persistence of Taylor and Fayol's world. Accounting, Business and Financial History, 5(2), 211-235.

Delegation of duties is an important element of any successful management program. The ability to effectively delegate responsibilities focuses on the strengths of each team member and allows them to handle the areas that they have strengths in.
In the field of electronic engineering this can include assigning different steps of the process to different engineers or engineering assistants.

In addition to delegating the things that need to be done to complete the job it is important to have check points to know that the various delegated assignments are being completed on time.

Coordinating is the fourth step in the process that Fayol developed. Coordinating has to do with making sure there is consistency throughout the company for each project. In the field of engineering this means understanding the project at hand, what will be needed to complete that project, the time line that the project needs to follow and who will…...

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References

Fayol's functions of management  http://www.projectalevel.co.uk/business/fayol.htm 

People Whose Ideas Influence Organisational Work

Henri Fayol http://www.onepine.info/fayol.htm

Fayol (1841-1925) Functions and Principles of Management

This is also conducive, the realization of a 'higher' but clear objective in the command of someone with clear accountability to keep about company order, or principle ten. For social order to prevail there must be an appointed place for every employee and every employee must be in his appointed place.
Question

Ethical violations are interesting to compare in light of the previous questions principle of eleven, of equity. For all personnel to be encouraged to carry out their duties with devotion and loyalty to the organization and its ideals and specific goals, people must be treated with kindliness. A sense of equity results from combination of kindness and justice. Equity excludes neither "forcefulness nor sternness," merely fairness. This can be seen with a common organizational problem of 'time theft' where individuals use work hours for personal matters without making note of this on their time sheets. If the management personnel…...

Taylor had faith that the best man for the job is to be chosen. He is required to possess the physical and intellectual qualities to attain the required output. However, it was up to the management to make it sure that the right people were chosen and trained. This forms the foundation for the quality circles.
Operatives congregate to deliberate on work related difficulties, prove into the reasons and solutions and take appropriate action. However, for this to work effectively, the involved operatives must be trained. Third one is to bring together the science of work and scientifically chosen and skilled personnel. The students are to visualize an anticipation of MacGregor here. What Taylor was actually, anxious to eliminate was the managerial mental block. Management, he discovered opposed his philosophy due to the fact that they visualize higher hourly rates of pay. What they did not visualize was the potential…...

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References

An overview of Management Theory.  http://www.kernsanalysis.com/sjsu/ise250/history.htm 

Amsden, Robert. T; Feratt, Thomas. W; Amsden, Davida. M. 1996. TQM: Core Paradigm Changes - Total Quality Management. Business Horizons. November-December. Vol: 11; No: 1; pp: 41-45

Boje, David. 2000. Modern Leadership Theory and Sweatshops: In and Out of the Box. December 21. http://cbae.nmsu.edu/~dboje/teaching/338/modern_leadership_theory.htm

Fayol (1841-1925) Functions and Principles of Management. http://www.brunel.ac.uk/~bustcfj/bola/competence/fayol.html

External environment plays a key role in the manager's roles. Different factors in the external environment create opportunity and present threats to which the organization needs to respond. It is important for managers to conduct an environmental scan in order to better understand the environment in which they operate. Juervicius (2013) explains one system, the PESTLE system, which forces managers to think about the different external factors that affect their business.
The PESTEL model features an analysis of the political, economic, social, technological, environmental and legal environments. For the manager, each of these provides the framework for analyzing the operating environment. These factors are all significant, and unrelated to other external factors like competition and demand drivers. For example, where there is political risk (like a government shutdown), the manager can better understand this risk by working through the PESTEL framework. The economy is a critical input, and technological changes can…...

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References

Jurevicius, O. (2013). PEST and PESTEL analysis. Strategic Management Insight. Retrieve November 20, 2013 from  http://www.strategicmanagementinsight.com/tools/pest-pestel-analysis.html 

Mind Tools. (2013). Henri Fayol's Principles of Management. MindTools.com. Retrieved November 20, 2013 fro  http://www.mindtools.com/pages/article/henri-fayol.htm

Communication
Effective Communication in the Age of Technology: The Importance of Oral Communication in the Business Environment

The role that communication plays in the business environment is vital, since it keeps an organization knowledgeable about each member and/or department's activities and accomplishments. Furthermore, it allows members to become aware of other members of the company, although interaction may not be possible for all members and the organization's departments. Indeed, Henri Fayol has elucidated on the important function of communication in business: "In dealing with a business matter or giving an order which requires explanation to complete it, usually it is simpler and quicker to do so verbally than in writing. Besides, it is well-known that differences and misunderstandings which a conversation could clear up grow more bitter in writing. Thence it follows that, whenever possible, contacts should be verbal; there is a gain in speed, clarity and harmony."

In the said passage, Fayol…...

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Work cited:

Kreitner, R. (1995). Organizational Behavior. Chicago: Richard D. Irwin, Inc.

Skills and Functions for Management
For a manager to succeed in his or her job role they must blend complex managerial skills and functions with the managerial role. This paper will discuss the development of the management role, the definition of management, management functions and roles to help the reader discern how combining the functions, skills and behaviors of management leads to success within the workplace. The paper will also explain how management continues to change with changes in organizations and in the workforce. Management has transformed from a science to an art form that requires an increasingly complex set of skills and competencies among managers to not only manage change but also teach employees how to do the same.

Development of Management

Early management theory developed as a science suggesting that management was something that could be analyzed and interpreted based on scientific principles. Early human relations theorists focused on scientific…...

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References:

Buckingham, M. & Coffman, C. (1999). First, Break All The Rules: What the World's

Greatest Mangers Do Differently. New York: Simon & Schuster.

Champy, J. (1996). Reengineering Management: Mandate for New Leadership. New York: Collins.

Drucker, P.F. (2001). The Essential Drucker: IN One Volume the Best of Sixty Years of Peter Drucker's Essential Writings on Management. New York: Collins.

Management Theories
Historical records show that people always organized themselves in order to work together towards a common objective and they coordinated their efforts to achieve this objective (Accel-Team 2004). It was not until the latter part of the 19th century that the concept of scientific management entered history during the Industrial evolution, but management skills existed long before the 19th century. Ancient Egyptians built the pyramids, ancient Chinese erected the Great Wall of China, the Mesopotamians irrigated their lands and walled their cities and the omans of old put up their roads, aqueducts and notably Hadrian's Wall not without established and superb management standards of their leaders (Accel-Team) and massive obedience and coordination among the followers. The pyramids of Egypt, wonders of the world, each measure 75,600 square feet at the base, 480 feet high and consists of more than two million blocks of stone, each weighing 2.5 tons. Its…...

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REFERENCES

1. Accel-Team. (2004). Developments from Ancient History. Accel-Team.com. http://www.accel-team/scientific

2. Allen, G. (1998). Management History. Supervision. http://allie.dcccd.edu.mgnmt1374

3. Geocities. (2004). Human Behavior. sydication/hr.htmlhttp://www.geocities.com/the

4. McNamara, C. (1999). Very Brief History of Management Theories.  http://www.mapnp.org/library/mgmnt/history.htm

Management Evolution
Evolution of Management

A Brief History of the Evolution of Management Principles and Models

The evolution of management theories and principles in modern management thought began in the late nineteenth century and advanced rapidly all through the twentieth century up until the present day. The need to define management and the role of managers became a vital part of production as well as the need to effectively complete many business functions. This led to the foundation of various management theories that were aimed at orchestrating different business functions in an environment where the separation of labor demand some level of coordination. Classical management theories focused on the best methods for assigning the labor of various individuals and there related tasks. This line of thinking was not only necessary, but evolved into a robust field of academic study as well as professional practitioners that specialize in management. This paper will provide an…...

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Works Cited

Deming, W. (2011, September 22). The Deming System of Profound Knowledge. Retrieved from The W. Edwards Deming Institute:  http://deming.org/index.cfm?content=66 

Mind Tools. (N.d.). Henri Fayol's Principles of Management. Retrieved from Mind Tools:  http://www.mindtools.com/pages/article/henri-fayol.htm

" (arnett, 2007) There are three steps involved in controlling including: (1) establishing performance standards; (2) comparing actual performance against standards; and (3) taking corrective action when necessary. (arnett, 2007) Standards of performance are often referred to within the organization by terms including 'revenue', 'costs', or 'profits' as well as other terms such as 'units produced', 'number of defective products', or 'levels of customer service'. (arnett, 2007) Performance management can be accomplished through "financial statements, sales reports, production results, customer satisfaction and formal performance appraisals." (arnett, 2007) This is a process that generally involves all levels of management. This process is one in which the manager takes the actions required to make sure that workers activities "are consistent with and contributing toward the accomplishment of organizational and departmental objectives." (arnett, 2007)
CONCLUSION

This work has reviewed the eight aspects of management in the organization which have included:: (1) planning; (2) decision-making; (3)…...

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Bibliography

Evren, Bernard L. (nd) the Five Functions of Management: Creative Problem Solving. The Foundation of Management Excel. Online available at  http://extension.osu.edu/~mgtexcel/Function.html 

Barnett, Tim (2007) Management Functions. Encyclopedia of Management. 2007

Panigrahi, Anupam and Shukla, Seema, "Is Opportunity a Suitable Substitute for Problem, When Problem is Not There?." SRM Management Digest, 2006 Available at SSRN:  http://ssrn.com/abstract=1032793 

Fayol, Henri. General and Industrial Administration. London: Sir Issac Pitman & Sons, Ltd., 1949.

Organization
What is an Organizational Theory?

In the organizational sciences (e.g., organizational behavior, organizational psychology), one of the more misunderstood terms is organizational theory. To some, organizational theory is a field of study; to others, it is the process of using metaphorical language to describe organizational processes (e.g., McKenna & Wright, 1992; Morgan, 1986), or it represents an attempt to determine the best way to organize work organizations. The term is used to indicate all of these things, but an organizational theory is really just a way of organizing purposeful human action. Given the diversity of purposeful human endeavors, there are numerous ways to organize them, and, hence, a great many organizational theories.

Major Organizational Theories

Having provided a brief overview of the field of organizational theory, we now move on to a consideration of the major organizational theories themselves. Organizational theories simply represent ideas or models of the form in which human activity…...

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References

McKenna, D.D., & Wright, P.M. (1992). Alternative metaphors for organizational design. In M.D. Dunnette & L.M. Hough (Eds.), Handbook of industrial and organizational psychology (2nd ed., Vol. 3, pp. 901 -- 960). Palo Alto, CA: Consulting Psychologists Press.

Morgan, G. (1986). Images of organization. Beverly Hills, CA: Sage.

Taylor, F.W. (1911). Principles of scientific management. New York: Harper.

Weber, M. (1947). The theory of social and economic organization (A. M. Henderson & T. Parsons, Trans.) New York: Free Press.

GANTT and PERT Chart Tools
"One look is worth a thousand words"

(Barnard, 1920s, as cited in Lutz, 2009, p. 7).

Critical Chart Choices

Just as the project manager must evaluate alignment, benefits, and risks as well as other business and project factors when considering projects to manage, the project manager must also routinely make critical chart choices. During the course of a project, the project manager must assess whether GANTT charts, critical path analysis, task tracking, time capture, Program Evaluation and Review Technique (PERT) or another type chart will best serve to compute the estimate for the project's completion. In the book, Project portfolio management: a practical guide to selecting projects, managing portfolios, and maximizing benefits, Levine (2005), a project management specialist and consultant since 1962, asserts that tactical management systems range from the management of individual projects to the management of programs packed with projects, and may ultimately ascend to the…...

It involves the replacement of rule of thumb gradually with science for the mechanical arts.
Mesopotamia

The existence of the two rivers i.e. Euphrates and Tigris gave this name Mesopotamia which means the land between rivers to the region. Agricultural revolution was begun by the people of this region in about ten thousand years ago. They domesticated animals and plants instead of hunting and gathering as was common in the time. Their crops were tended in houses built of mud-brick or reeds and clustered in villages (Hyman 138). Their grains were stored in the granaries that they built and their trade and account were recorded in a token system that they developed. There was a sudden change and growth in the civilization of the southern Mesopotamia between 3000 and 3500, with the main focus being in the cities of Ur and Uruk. Rendering of the old ways of agriculture less productive…...

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Works Cited

Badiru, Adedeji, Triple C. Model of Project Management: Communication, Cooperation, and Coordination. Oxon: CRC Press, 2008.

"History of Greece." History World. 5 Jun. 2000. 22 March. 2010.

Hyman, Kavett. "Mesopotamia, A Difficult but Interesting Topic." Social studies 70.3 (1979):

The company was able to turn a profit of $2.7 billion in fiscal 2009, its first annual profit since 2005. The company has been profitable for the past five quarters (MSN Moneycentral, 2010). On that basis, Mulally appears to be meeting the company's goals. However, given its financial situation -- the company still has negative equity -- the transformation process cannot be considered complete. Thus, Mulally should retain his transformational style until Ford has completed its turnaround.
The move to a transactional style should wait until the company is more consistently profitable, has built a base of equity, seen its share price improve further, and has pared down its product line further. The company has received a boost from Mulally's leadership, but still needs help from a recovering economy to complete the transformation.

orks Cited:

Barsky, A. (2008). Understanding the ethical cost of organizational goal-setting: A review and theory development. Journal of…...

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Works Cited:

Barsky, A. (2008). Understanding the ethical cost of organizational goal-setting: A review and theory development. Journal of Business Ethics. Vol. 81 (1) 63-81.

Bass, B. & Riggio, R. (2006). Transformational leadership. Mahwah, NJ: Lawrence Erlbaum Associates.

Burke, W. & Litwin, G. (1992). A causal model of organizational performance and change. From Organizational change: A comprehensive reader. San Francisco: Wiley, 2008.

Gandz, J. (2005). The leadership role. Ivey Business School. Retrieved July 30, 2010 from  http://www.iveybusinessjournal.com/view_article.asp?intArticle_ID=532