TABLE OF CONTENTS BY
B. W. NIEBEL Professor Emeritus of Industrial Engineering, The Pennsylvania State University.
SCOTT JONES Professor, Department of Accounting, College of Business and Economics, University of Delaware.
ASHLEY C. COCKERILL Senior Engineer, Motorola Corp.
VINCENT M. ALTAMURO President, VMA, Inc., Toms River, NJ.
ROBERT J. VONDRASEK Assistant Vice President of Engineering, National Fire Protection Assoc.
JAMES M. CONNOLLY Section Head, Projects Department, Jacksonville Electric Authority.
EZRA S. KRENDEL Emeritus Professor of Operations Research and Statistics, Wharton School, University of Pennsylvania.
by B.W. Niebel
REFERENCES: Fabrycky and Thuesen, Economic Decision Analysis, Prentice-Hall. Niebel, Motion and Time Study, Irwin. Moore, Manufacturing Management, Irwin. Folts, Introduction to Industrial Management, McGraw-Hill. Bock and Holstein, Production Planning and Control, Merrill. Mayer, Production Management, McGraw-Hill. Maynard, Handbook of Modern Manufacturing Management, McGraw-Hill. Eary and Johnson, Process Engineering for Manufacturing, Prentice-Hall. Shamblin and Stevens, Operations Research A Fundamental Approach, McGraw-Hill. Fay and Beatty, The Compensation Sourcebook, Human Resource Development Press.
Organization generally is recognized as the foundation of management. The term, as it is used in industry and business, means the distribution of the functions of the business to the personnel logically qualified to handle them. It should be noted that the organization should be built around functions rather than individuals.
In the past and to a large extent today, the majority of progressive concerns are organized on a line-and-staff basis. The relationships usually are shown on an organization chart, which reveals the relationships of the major...
