COMPARE:
In the article centering on Gulick, it was noted that he believed in “Working out in broad outline the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise. Organizational staff members need to plan for change. Staff need different skills for planning. These include long-term for capital projects, medium-term for staffing, and short-term for day-to-day operations.” Using Gulick’s principles, an organization could solve its problems with communication and direction by instituting voluntary staff trainings for needed areas (e.g. online tutoring), and by setting short, medium and long term goals with the input of the tutoring staff. The willing participation of workers would increase their interests and loyalties to the organization and contribute to what Fayol calls the general interest.
Simon would agree with Gulick that loyalty is a vital part of administrative efficiency and part of the
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In regards to function and purpose, there is a possibility for failure to use updated technology, lack of versatility in work division and not enough specialists for guidance. Making departments can be very mechanical and creates interdepartmental conflicts amongst those in the organization. Disadvantages of departmentalization for clientele this kind of department is that coordination becomes difficult on account of overlapping and duplication. Departmentalization based on place or territory can suffer from lack of functional specialisation and growth from segregation.
Regarding Gulick’s unity of command, Simon argued that this principle contradicts the principle of specialization. Specialization allows employees to develop expertise in particular subject areas, yet if these employees are subject to directives from superiors in other parts of the organization who have no expertise in these areas, the benefits of specialization may be