paalam, Msgr Rodriguez [20 Nov 2013 Necrological Service] Magandang gabi muli sa lahat. Nandito ako as a legionary to pay tribute to our late Msgr Rodriguez. By the time he became parish priest of San Juan, the Legion in the parish had existed for over 30 years. The co-foundress of the Legion in the country – J Lucas – was one of Msgr’s most dedicated church workers. Even beyond her death, the Msgr supported the launching of her publications that are now capstone documents of the Legion around the world. And Msgr recognized the talent and tenacity of San Juan legionaries such that, in order that he may obtain current data on the conditions of his parish, he entrusted to them the headcount of the parish population, (the 2nd parish census) - along the way, obtaining data on the nr of persons who attend masses inside the church, also outside the church, the nr of persons who drop offerings in the collection bags, the nr of couples who are married in church, etc. – data that was also significant when he started the expansion of the parish church structure. Pinahalagahan niya ang gawain ng Legion. Kahanga-hanga din naman kasi ang Legion – conducting (even) a recollection for the San Juan Police – napag retreat ang mga pulis! (Mater Ecclesiae, p. 212) The first 5 parish catechists were also legionaries. (p. 105) Minahal din ni Msgr ang mga patron ng Legion. He is a known Marian – ganyan naman yata ang lahat ng mga nagpapari at nagiging pari. He loved Mary as Our Lady of Perpetual Help. And he loved St Joseph, also in a very special way. So we have a St Joseph Chapel adjunct to our church. Malamang St Joseph was with him in his peaceful death. Alam natin na sinimulan ni Msgr ang BEC – BCC – at may mga nawala ding mga organizations during his time – yung Cursillo, Adoracion Nocturna, CFM at YLAC. Even the present San Juan Legion is a far cry from the close to or over 20 praesidia or groups existing from the 50s on to the 90s. But it is documented that up to the mid-90s, the Legion “was (still) at the heart of parish activities”. Sinasabi ko ang lahat ng ito dahil gusto kong magkaroon ng kabuluhan ang pagpanaw ng isang taong naniwala at nag aruga sa Legion sa ating parroquia. Noong panahon ni Msgr. hanggang noon isang Sunday, San Juan Legionaries, were left to their own resources to find a meeting place and a place to secure their assets. Is it coincidental that as Msgr Rodriguez leaves us for his heavenly home, the Legionaries in San Juan now have a “home” for themselves – in particular, a sizable room, among those built during Msgr’s tenure, and that Fr Frank has so kindly allowed us to call our own? Salamat din kay Ss Tess, Ruby. Sa pagtatapos, masasabi ko, matatanggap ninyo, na si Msgr at ang mga San Juan Legionaries ay nagmahalan parang tunay na ama at mga anac – isang pagsasamang itinutuloy natin hanggang sa ngayon sa ating kapatid –si Fr Frank. Alang-alang sa pagmamahal natin kay Msgr. at ng pagmamahal niya sa atin na mga Legionaries, let us continue to support our parish and our pastors. Sa ngalan ng mga Legionaries ng San Juan, paalam, Msgr Rodriguez. Goodnight, thank you, every one!

St John the Baptist Parish (Structure)

Who is St John the Baptist? History of the St John the Baptist Parish (p. 13 Milestones ...) Up to 1896 The St John the Baptist Parish Church (p.20 Ord Nr 63, s 1989 ... Historical Site) On July 15,1894, the Vice-Royal Patron of the Philippines issued a Royal Decree establishing the Parish of San Juan Bautista. A year later (1895) the first church in Pinaglabanan was constructed, with the late Mariano Artiaga donating practically all the adobe stones. The image of the Patron St John the Baptist was enshrined permanently since then, at the Pinaglabanan Church. (p. 13 Milestones ...) The first church was built in 1896 by Fr Roman Perez, OFM, the first parish priest. It was of stone with a convent built beside it. He was assisted by architect Luis Arellano and other prominent residents such as Mariano Artiaga and Martin Ocampo. The first battle of the Philippine revolution was fought “in the expanse of of land fronting the newly-built church. Inspite of (the) hostilities [sic], the parish continued to serve the community. The first expansion of the church ws undertaken in 1951 and was supervised by architect Otilio Arellano (a grandson of Luis Arellano). (p.77 Awards Night) “(1951) ... He preserved the facade as built by Luis Arellano, his grandfather. The church facade was expanded to accommodate two additional front doors. He also built the mortuary chapels. (p. 13 Milestones ...) A couple of mortuary chapels were added on in 1975. (p.77 Awards Night) “... second expansion of the church in the early 1980’s, but this, he was not able to complete. xxx he died when their home went up in flames in 1981.” (p. 13 Milestones ...) This second expansion, completed in 1983, involved Alejandro Arellano, a cousin of Otilio Arellano, who assisted in planning and implementing the project. The retablo (altar wall) of the main altar was retained and merely expanded, and other physical improvements, including a new altar and the installation of a huge crucifix (later replaced by the present crucifix) were completed in response to the “new liturgical protocol” ??? (mass presider facing the people, etc.). The choir loft that was built over the main entrance was removed and the church was largely rebuilt and enlarged toward the southwest of the church site. The grotto of Our Lady of Lourdes gave way to the present rectory, parish celebration hall, and crypt that was inaugurated in 1987. The following year, on 01 August 1988, a “new Perpetual Eucharistic Adoration chapel was blessed and inaugurated.” (This adoration chapel was demolished during the construction of the SJB Catholic School and a modern adoration chapel was completed in _____). The image of St John the Baptist postioned in a niche in the center topmost part of the retablo of the pre-1983 expansion altar is now placed in the St Joseph Chapel that was completed in 1999. On 15 May of the Parish Centennial Year (1994), the present church belfry was inaugurated and it now houses the same century-old bell that dates back to the completion of the first church. ------------------------------------------------------ p. 19, Ord Nr 63, 1989 (Joe Alvior) 16th century K Lacantagcan and his wife ... donated a large tract of land to the Dominican Missionaries ... ??? (p.14, Glimpses) Royal grants “... several1602, the friars constructed a small church in advocation of SJB ... Beginning of 17th century “ a life-size image of the Crucified Christ ... enshrined at the Binondo Church ... ... Chinese uprising of 1639, ... including the small church in San Juan, but ... image of the Crucified Christ was saved ... In 1641, the reconstruction of the small church in San Juan was finished ... transfer of the image of the Crucified Christ from the Binondo church to the small church of San Juan (now Sanctuario del Santo Cristo in Bgy Kabayanan). The image of the patron SJB gave way to the image of the Crucified Christ. 1641 – 1894 where was the image of SJB? Is the “original image” given by the Dominicans, now housed in the St Joseph’s chapel, the same image? 1894-1641 = 253 years 2013 – 1641 = 372 years (p.20 Ord Nr 63, s 1989 ... Historical Site) “On July 15,1894, the Vice-Royal Patron of the Philippines issued a Royal Decree establishing the Parish of San Juan Bautista. A year later (1895) the first church in Pinaglabanan was constructed, with the late Mariano Artiaga donating practically all the adobe stones. The image of the Patron St John the Baptist was enshrined permanently since then, at the Pinaglabanan Church.”

Balsa?, baha!, BEC [Published in the 2012 St John the Baptist Parish Souvenir Program as "Balsa?, baha!"]

Barangay San Perfecto is named after Saint Perfect, a priest and the first of Christian martyrs beheaded by the Saracen Moors (c. 850) in Cordoba, Spain. He is relatively unknown today but he remains relevant to current world affairs, dying in defense of his faith. He is immortalized by his contemporary, Saint Eulogio, in the latter’s “Martyrs Memorial”. His feast falls on 18 April. A couple of parish publications provide conflicting data on the origins of the territory: “... used to be part of Barrio Balsa.” (A Century of Growth, 1994) and “Barrio Balsa was divided into three barrios of Rivera, Salapan and Progreso” (Echoes of a Hundred Years, 1999). Original land titles (titulos), however, inform that lots in the barangay were once part of San Juan Heights Subdivision that was developed together with Sta. Mesa Heights, New Manila Heights and other planned choice locations in the suburbs of Manila. That it was once part of a territory called Barrio Balsa is, however, highly credible considering that, pending completion of public flood defense infrastructure, the barangay is largely flood-prone as it may have once rested on the wetlands of the San Juan River. Notwithstanding, Barangay San Perfecto remains a triangular territory bounded by two major arteries of the city – N. Domingo and F. Blumentritt (up to the old stone aqueduct / arko) - and the decommissioned MWSS main pipe. It consists of several blocks and streets largely named after Christian saints (Remigio, Jorge, Joaquin, Venancio, Sotero, Gabriel, Toribio, et al) while some are named after historical events, personages, and places. The site of the old water pipe (Tubo), once carpeted by sunflower blooms (according to oldtime residents), is now home to a considerably large informal settlement. The heart of the barangay rests on an area along San Perfecto Street where the Barangay Hall and the Barangay Chapel (Kapilya ng Nazareno) are located. The annual Jan 18 Nazareno barangay fiesta gave San Juan City its reputation as the “home of the other big celebration of the feast of the Black Nazarene” (p. 70, Metro Manila, 1999). The Nazareno is the patron of the barangay, its image prominently displayed in the barangay seal. Regular Sunday masses and seasonal church activities are held at or originate from the kapilya (novena to the Nazareno, barangay Way of the Cross, various processions, Mayflower offering and catechism for children, choir practice, meetings) under the aegis of the San Perfecto Basic Ecclesial Community (BEC). Listen to the San Perfecto (SP) BEC choir sing at the 6 o’clock Sunday morning mass at the parish church and at the 7 o’clock evening mass at the Kapilya. The SP BEC Youth Ministry recently conducted the “great hit” 2013 Mary Days of May.

continuation Report on Organizational Development and Change

HUMAN RELATION STUDIES (1920s)	o   Focus on importance of the attitudes and feelings of workers; o   Informal roles and norms influenced by performance
ADMINISTRATIVE THEORIES Henri Fayol (late 1800s to early 1900s) and Chester Bernard (1930s) Basic principles: work specialization, unity of command, scalar chain of command, coordination of activities.	o   Classical management concept of PLANNING, ORGANIZING, DEVELOPING, STAFFING, COORDINATING and BUDGETING. (Fayol) o   Organizations are communication systems. Factors that affect willingness of employees to accept authority: o   Employees understand the communication o   Employees accept the communication as consistent with the organization’s purpose o   Employees feel that their actions will be consistent with the needs and desires of other employees o   Employees feel that they are mentally and physically equipped to carry out the order of higher authorities. (Bernard)
CONTINGENCY THEORIES (1980s) Contingency theories include:	·        Similar to situation theory as both assume that there is no simple right way. Situation theory differs in that it is more focused on the behaviors that the leader should adapt, given, say, subordinate behavior, while contingency theory takes a broader view that includes contingent factors about leader capability and other variables within the situation. ·        Emphasis on the fit between organization processes and characteristics of the situation. ·        Leader’s success a function of various contingencies: subordinates,  tasks, group variables. ·        Effective leader behavior dependent on situation. ·        Different styles of leadership for appropriate needs created by different organizational situations.
·        FIEDLER’S MODEL	·        Departs from trait and behavioral models; group performance is contingent on leader’s psychological orientation and on 3 contextual variables; group atmosphere, task structure, and leader’s power position. ·        Group performance is dependent on leadership style and situational favorableness.                     Leadership effectiveness results from the interaction between leadership style and his working environment
·        Hersey & Blanchard’s situational theory	·        Extended Blake and Mouton’s managerial grid model and Reddin’s 3-D management style theory ·        Expanded the notion of relationship and tasks dimernsions to leadership ·        Adds a readiness dimension.
·        VROOM AND YETTONS DECISION CONTINGENCY OR NORMATIVE DECISION THEORY	·        The effectiveness of a decision procedure depends upon a number of aspects of the situation: the importance of the decision quality and acceptance, the mount of relevant information possessed by the leader and the subordinates, the likelihood that subordinates accept an autocratic decision or cooperate in trying to make a good decision if allowed to participate, and the amount of disagreement among the subordinates with respect to their preferred alternatives.
NEW INSTITUTIONAL ECONOMICS	Analyzes social norms, organizational arrangements, and others
(SOCIAL) NETWORK ANALYSIS Encompasses theories, models, and applications expressed in relational concepts or processes Network methods focus on dyads (2 actors and their ties), triads (3 actors and their ties), subgroups of individuals, or entire networks.	·        Relationships among interacting units are important ·        Constraints on individual action ·        Structures are viewed as lasting patterns of relations among actors ·        Actors and their actions are interdependent rather than independent, autonomous unts. ·        Linkages between actors are channels for the flow of both material and non-material resources. ·        Instead of the individual, the unit of analysis is an entity consisting of a collection of individuals and the linkages among them.
ECONOMIC SOCIOLOGY Earliest economists recognized that economic institutions are of profound importance to society as a whole and the social context affects the nature of local economic situations.	·        Sociological analysis of economic phenomena ·        Economic forces are absolutely central to society and deeply influences its social structures. (Marx) ·        Economic processes as fundamental to the structure of society. (Weber et. al.) ·        Innovation and technological change in a nation comes from entrepreneurs (wild spirits, those who make things work in the economy of a country). (Joseph Schumpeter) ·        The actors that drive innovation and the economy are the big companies which have the resources and capital to invest in R & D. (J. Schumpeter)
ORGANIZATION ECOLOGY OR DEMOGRAPHY OF ORGANIZATIONS (Michael Hannan, Glenn Carrol and William Barnett - Stanford University)	·        Focused on explaining the rates of birth, growth and mortality of organizations in any       given environment. ·        Owing some intellectual debt to Darwin’s theory of selection, emphasizes concepts       not found in natural ecology, e.g. legitimation, economic competition, institutional       linkage, technological adaptation.
TRANSACTION COST THEORY/ TC ECONOMICS (Oliver Williamson)	·        Why firms exist or why some transactions are directed by managers in the contexts of a hierarchy rather than in an open market ·        The particular structure of firms – the extent to which it integrates vertically.

AGENCY THEORY OR PRINCIPAL- AGENT THEORY	·        Deals with the relationship between a principal (shareholder) and an agent of the       principal (the company’s managers) ·        Involves the costs of resolving conflicts between the principals and agents and aligning       the interests of the two groups.
STUDIES OF ORGANIZATION CULTURE (OC)	·        OC is the set of operating principles that determine how people behave within the context of the company ·        Observable behavior in people are influenced by belief, values and assumptions. ·        Managers need an accurate understanding of the organization’s culture in order to direct activities toward productivity and to cancel out destructive influence of employees who are not committed to company goals.
Labor-process theory	Explains the surplus value of top executives in the capitalism and the lowering of wages to support unproductive labor activities in a surplus-extractive division of labor. (Extraction of surplus, not quality is the goal of corporations and higher education.)
Garbage Can Model (Cohen, March and Olsen, 1972)	Defines an organization as “a collection of choices looking for problems, issues and feelings looking for situations in which they might be aired, solutions looking for issues to which they might be the answer, and decision makers looking for work”. Cohen, March and Olsen “are a bit more pessimistic on the value of charismatic leadership in these situations noting that leaders can make a difference in the Garbage Can Model by a)carefully timing issue creation, b) being sensitive to shifting interests and involvement of participants, c) recognizing the status and power implications of choice situations, d) abandoning initiatives that get hopelessly entangled with others, and e) realizing that planning is largely symbolic and an excuse for interaction.

References include “Report on Managerial Perspectives Organizational Behavior”  by Clarita P. Habana for DPA 723 [Seminar in Org Behavior]

Work these days are

·        more cognitively complex,

·        more team-based (collaborative),

·        more dependent on technological competence,

·        more time-pressured,  and

·        more mobile (less geography dependent)

Necessarily, today’s organizations are

·        leaner and more agile,

·        more focused on identifying value from customer perspective,

·        more tuned to dynamic competitive requirements and security,

·        less hierarchical in structure and decision authority,

·        less likely to provide lifelong careers and job security, and

·        continually reorganizing to maintain or gain competitive advantage.      What’s your work and workplace like?

Report on Organizational Development & Change

A.     NATURE AND FORMS OF ORGANIZATION

1. Organization  defined

“…derived from the Greek word organon meaning tool. … used in both daily and scientific English in multiple ways. “            

An organization is a group of people intentionally organized to accomplish an overall, common goal or set of goals. http://www.managementhelp.org/org_thry/org_defn.htm

An organization is a social arrangement  which pursues collective goals, which controls its own performance, and which has a boundary separating it from its environment.

2.     Nature and forms of organization

NEW FORMS OF ORGANIZATIONS ARE GEARED TO MAKE ORGANIZATIONS MORE RECEPTIVE, ADAPTIVE AND GENERATIVE – ALWAYS FOCUSED ON MEETING THE NEEDS OF STAKEHOLDERS.  EXAMPLES OF NEW FORMS/NEW ORGANIZATIONAL STRUCTURES,  E.G. JOINT VENTURE TO BUILD A COMPLEX, TECHNICAL SYSTEMS SUCH AS A SPACE SHUTTLE, NETWORK OF LARGE CONSTRUCTION COMPANIES. COMMON CHARACTERISTICS OF NEW FORMS OF ORGANIZATIONS:

STRONG EMPLOYEE INVOLVEMENT	Inputs to the system starts from those most in-the-know about  whether the organization is achieving its goals or not, thus the org stays highly attuned and adaptive to the needs of stakeholders.
ORGANIC IN NATURE	Less rules and regulations, at times no clear boundaries and always-changing forms.
AUTHORITY BASED ON CAPABILITY	Ensures that the organization remains a means to an end and not an end in itself.
ALLIANCES	Takes advantage of economies of scale, e.g. collaborations, networks, strategic alliances/mergers, etc.
TEAMS	Shares activities to take advantage of economies of scale at the lowest levels of activities and ensures full involvement  of employees at the lowest levels.
FLATTER, DECENTRALIZED ENVIRONMENT	Less middle management, resulting in top management exchanging more feedback with those providing products and services; also results in less overhead costs.
MINDFULNESS OF ENVIRONMENTS, CHANGES, PATTERNS AND THEORIES	Priority on reflection and inquiry to learn more experience; develop learning organizations (as discussed in next table)

http://www.managementhelp.org/org_thry/new_forms.htm

VIRTUAL ORGANIZATIONS are an emerging grouping  where members interact with each other completely, or almost completely, via telecommunications and where members may never actually meet each other.  The following are classified as virtual organizations:

SELF-MANAGED TEAMS	Usually made up of 5-15 people geared to produce a product or service; interdisciplinary; with authority and timely access to production resources; self-managing (access to resources, scheduling, supervision, choice of processes, rotating of roles – authority or leadership at any given time will rest on who has the most expertise regarding the work at at hand; members are trained in problem-solving and team-building; work best in environments where complex technology is used to deliver outputs and in dynamic marketplaces and organizational environments.  Theses teams pose a unique challenge to traditional managers as it can be extremely difficult for him or her to let go of control.
LEARNING ORGANIZATIONS	Formed out of the need for organizations detect and quickly repair its errors to remain relevant in a dynamic environment. Continuous feedback to and within the organization that will allow it to unlearn old beliefs and remain open to new feedback is afforded in these organizations. Managers manage less, facilitate more and provides for time to work on the feedbacks – exchange, inquire, reflect – and gain consensus. Systems theorist Peter Senge, in his The Fifth Discipline notes that “continually expanding its capacity to create its future --- for a leaning organization, ‘adaptive learning’ must be ‘generative learning’, learning that enhances our capacity to create.”
SELF-ORGANIZING SYSTEMS	Often change their structure and processes to conform with feedback and their ultimate purpose is to survive and duplicate in an ever-changing and complex environment; differ from SELF-MANAGED TEAMS because in these systems an ultimate purpose is assigned to each team member; requires strong current goal/purpose, continual feedback, continuous and shared reflection around the current processes; manager puts high value on communication and “a great deal of patience” and the ability to focus on outcomes rather than output (focus in on learning than on method).

3.     Theories of organization

Organizational performance may be appreciated with less difficulty by, first, acquiring a background of the theories of organization. This section  from http.//www.cedu.niu./-bailey/web564/organization/organization.htm derived from Gareth Morgan’s “Images of Organization” views the   

ORGANIZATION as MACHINES, ORGANIZATIONS as BRAINS, ORGANIZATIONS  as ORGANISM.

ORGANIZATION as MACHINES	According to Morgan, this view is the “basis for bur3eaucratic organizations. When managers and leaders think about an organization as a machine, their management style is very mechanical. … managers with this mindset tend to manage and design organizations as machines made up of interlocking parts that each play a clearly defined role in the functioning of the whole.”
ORGANIZATIONS as BRAINS	Morgan’s emphasis is on “the importance of information flow, information processing, learning, and intelligence.” The organization is viewed as “a neural network of energy, information, exchange and processes … an organization can think, learn and problem solve”; consistent with the definition of “learning organizations”2.
ORGANIZATIONS  as ORGANISM	This is the view “most adapted by human performance technologists … “ as it “focuses the attention on understanding and managing organizational needs and environmental relationships” … encourages seeing each organization as unique and in a constant state of change or growth” … “the basis for the open systems approach to organizations” … “builds on the principle that organization, like organisms, are open to their environment and must achieve an appropriate relationship with that environment if they are to survive” …

“This ORGANIZATIONS  as ORGANISM approach challenges the performance consultant to begin organization design with an analysis of the ENVIRONMENT (external forces) and its relationship to the organization’s mission, processes, products and services (internal forces). The success or survival of the relationship between the external and internal forces is determined by appropriate organizational PERFORMANCE MEASURES”  (as shown in the image below).

Mission                                                                                                                                           Performance             Inputs           Transformation                          Outputs                                         Measures                                    Requirements

E

N

V

I

R

X X X

PROCESSES PROCEDURES EFFICIENCIES

O

N

M

E

N

T

The theories of organization are also grouped as economic or behavioral, even as some theories appear to have emanated  or are influenced by both economic and behavioral disciplines.

ECONOMIC THEORIES	SALIENT FEATURES
MICRO-ECONOMIC MODELS	Information technology (IT) is a factor of production, like capital and labor
TRANSACTION COST THEORY	Firms attempt to minimize transaction costs internally and externally.
AGENCY THEORY	The firm is the nexus of contracts among agents who make decisions. Information systems  shrink the number of agents and reduce costs.

BEHAVIORAL THEORIES where concepts from Sociology, Psychology, Political Science, Organizations and IT reinforce each other.	SALIENT FEATURES
DECISION AND CONTROL THEORY	Decisions are made under conditions of risk and uncertainty; centralization and hierarchy reduce uncertainty.
SOCIOLOGICAL THEORY	Bureaucracy, and Standard Operating Procedures (SOPs) help stabilize organizations but slow down their ability to change.
POST INDUSTRIAL THEORY	Flatter organizations; dominated by knowledge workers; and decentralized decision making.
CULTURAL THEORY	IT must fit organization’s culture to be accepted.
POLITICAL THEORY	Information systems are outcomes of political competition for policies, procedures, and resources.

Toyota’s Lean Enterprise Model (1970s)                                                                                    http://www.wbdg.org/resources/chngorgwork.php

Key principles:

·        Define value from customer perspective

·        Identify the value chain (internal processes that add value for the customer)

·        Eliminate non-value added processes across the organization

·        Waste and inefficiencies reduction in support functions

Some key organizational changes:

·        Reduced, “lateralized”  hierarchical structure (cross-unit organizational groupings, fewer layers, more decentralized decision-making)

·        Blurred boundaries (focus on task and knowledge sharing)

·        Team-based organizational structure (teams as basic building blocks, managers serve as social supporters and coaches rather than as commanders)

·        Continuous change (cycles of reflection and reorganization)

Some influential organization theories:

WEBERIAN (Maximilian Carl Emil Weber)	o   Authority comes in 3 variants: legitimate, traditional, and charismatic. o   Elements of the bureaucratic structure: .- Rules and rule-bound behavior                        - Competence-based promotion - Uniform operations, continuity despite change - Merit-based employment   in personnel                                                        - Merit-based employment            - Division of labor based on specialization          - Legally defined hierarchy of authority - Rational task allocation                                     - Limited discretion of officers - Impersonal orientation                                       - Specific sphere of competence - Membership = career                                         - Legal basis of tenure - Equitable treatment of employees by management
MARXIST/SOCIALISM Socialism will be achieved via class struggle and a proletarian revolution that represents the transitional stage from capitalism to communism.	·        State or collective ownership and administration of the means of production and distribution of goods (socialism) ·        Creation of an egalitarian society
SCIENTIFIC MANAGEMENT /TAYLORISM Frederick Winslow Taylor (1856-1915) pioneered in analyzing human behavior at work – interaction of human characteristics, social environment, task, and physical environment, capacity, speed, durability and cost to remove human variability – (using as his model the machine with its cheap, inter changeable parts, each of which does one specific function) His machine model of organizations entailed breaking down each task to its basic detail, teaching the worker how to do it and limiting the worker’s moves to only those that are essential to his job.	·        Started during the Industrial Revolution (late 18th c., development of steam power, creation of large factories) that led to great changes in textile production, among others. The factories and railroad buildings posed great challenges to organization and management, requiring management of large flows of material, people, and information over large distances that, in turn, created the need to systematically approach emerging management concerns. ·        Rules and laws developed through hundreds of experiments (just as the workman is) govern the head of the business ·        Equitable work standards ·        Organizations are arranged in hierarchy, systems of abstract rules and impersonal relationships between staff ·        Dehumanization of work (according to resisting workers, some of committed sabotage) but Taylor was cognizant of fatigue and safety (workday length, introduction of breaks). ·        Objectives: o   The development of a science for each element of a man’s work to replace the old rule-of thumb methods; o   The scientific selection, training and development of workers instead of allowing them to choose their own tasks and train themselves as best as they could; o   The development of a spirit of hearty cooperation between workers and management to ensure that work would be carried out in accordance with scientifically devised procedures; and o   The division of work between workers and the management in almost equal shares, each group taking over the work for which it best fitted instead of the former condition in which responsibility largely rested with the workers. ·        The theory remains popular having been modified and updated.