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Principles and Theories of Management:

A. Theories of Management
1. Classical School
 developed during the Industrial Revolution 
 This management theory is based on the belief that workers only have physical and
economic needs.
 It does not take into account social needs or job satisfaction, but instead advocates a
specialization of labor, centralized leadership and decision-making, and profit
maximization.
 Designed solely to streamline operations, increase productivity and enhance the bottom
line.
 This theory offers some principles that remain valid, to an extent, in small business
settings in regards to manufacturing.
 The autocratic leadership model is the central part of classical management theory.

Two branches of classical management Theory:

 Classical Scientific
arose because of the need to increase productivity and efficiency. The emphasis was on trying to
find the best way to get the most work done by examining how the work process was actually
accomplished and by scrutinizing the skills of the workforce.
Major Contributors:
Frederick Taylor- “father of scientific management.” He believed that organizations should study
tasks and develop precise procedures. He developed an incentive system that paid workers more
money for meeting the new standard. As a result, many theorists followed Taylor's philosophy
when developing their own principles of management.
Henry Gantt an associate of Taylor's, developed the Gantt chart, a bar graph that measures
planned and completed work along each stage of production. Based on time instead of quantity,
volume, or weight, this visual display chart has been a widely used planning and control tool
since its development in 1910
Frank and Lillian Gilbreth a husband‐and‐wife team, studied job motions. Author of the
first motion study designed to isolate the best possible method of performing a given job using a
bricklayer. Later, Frank and his wife Lillian studied job motions using a motion‐picture camera
and a split-second clock.
 Classical Administrative
The classical administrative approach concentrates on the total organization. The emphasis is on
the development of managerial principles rather than work methods.
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Major contributors:
1. Max Weber
 He believed that organizations should be managed impersonally and that a formal
organizational structure, where specific rules were followed, was important. He thought
authority should be something that was part of a person's job and passed from individual
to individual as one person left and another took over. This non personal, objective form
of organization was called a bureaucracy.
Weber believed that all bureaucracies have the following characteristics:

 A well‐defined hierarchy. .
 Division of labor and specialization. 
 Rules and regulations. 
 Impersonal relationships between managers and employees.
 Competence as the basis of all decisions hiring, job assignments and promotions.
 Records of files of its activities. 

2. Henri Fayol
 a French mining engineer, developed 14 principles of management based on his
management experiences. These principles provide modern‐day managers with general
guidelines on how a supervisor should organize her department and manage her staff.

14principles of management by Henri Fayol

 Authority and responsibility.

 Discipline
 division of work
 Unity of command
 Unity of direction
 Subordination of individual interest to general interest.
 Remuneration of personnel.
 Centralization
 Scalar chain
 Order
 Equity
 Stability of tenure of personnel
 Initiative
 Esprit de corps
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3. Mary Parker Follett 

 stressed the importance of an organization establishing common goals for its employees.
She began to talk about such things as ethics, power, and leadership. She encouraged
managers to allow employees to participate in decision making. She stressed the
importance of people rather than techniques — a concept very much before her time.
 As a result, she was a pioneer and often not taken seriously by management scholars of
her time. But times change, and innovative ideas from the past suddenly take on new
meanings. Much of what managers do today is based on the fundamentals that Follett
established more than 80 years ago.

4. Chester Barnard
He was the President of New Jersey Bell Telephone Company, introduced the idea of
the informal organization. He felt that these informal organizations provided necessary

and vital communication functions for the overall organization and that they could help
the organization accomplish its goals.

He was credited with developing the acceptance theory of management, which

emphasizes the willingness of employees to accept that managers have legitimate
authority to act. Barnard felt that four factors affected the willingness of employees to
accept authority:

1. The employees must understand the communication.

2. The employees accept the communication as being consistent with the
organization's purposes.
3. The employees feel that their actions will be consistent with the needs and desires
of the other employees.
4. The employees feel that they are mentally and physically able to carry out the order.

3 Main concepts of classical management theory

 Hierarchical structure 
 Under classical management theory, workplaces are divided under three distinct
layers of management.
 At the very top are the owners, board of directors and executives that set the
long-range objectives for a firm.
 Middle management takes on the responsibility of overseeing supervisors while
setting goals at the department level to fit within the confines of the managers’
budget.
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 At the lowest level of the chain are supervisors, who manage day-to-day
activities, address employee problems and provide training.

 Specialization 
 The classical management theory involves:
an assembly line view of the workplace in which large tasks are broken down into
smaller ones that are easy to accomplish.
 Workers understand their roles and typically specialize in a single area. This helps
increase productivity and efficiency need of employees to multi task while
eliminating the need for employee to multi-task.
Incentives 
 This theory believes that employees are motivated by financial rewards. It
proposes that employees will work harder and be more productive if they are
awarded incentives based on their work. Employers who can motivate their
employees using this tactic may be able to achieve increased production,
efficiency and profit.

2. Behavioral School
 Behavioral management theories show the human relations aspect of
management and how productivity depends on workforce motivation levels.

 Instead of taking a machine-like view of workers as individuals with only

economic needs; behavioral scientists came to consider them as people with
social and psychological needs too.
 Recognition, respect, social contact, freedom, and achievement, is also
necessary. To them, a business organization is a psycho-social system with a
prime focus on the human factor.
 behavioral management theory is often called the human relations movement
because it addresses the human dimension of work. Behavioral theorists
believed that a better understanding of human behavior at work, such as
motivation, conflict, expectations, and group dynamics, improved productivity.

 The theorists who contributed to this school viewed employees as individuals,

resources, and assets to be developed and worked with — not as machines, as in
the past.

Subdivided into two:

a. Human Relations approach
b. Human Behavioral approach
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a. Human Relations Approach is followed in most organizations around the world.

Managers are now more likely to recognize the behavioral aspect of employees. A most
important contribution to the human relations school of thought was made by Elton
Mayo and his colleagues through their famous Hawthorne study.
According to them, employees do not only have economic needs but also social and
psychological needs, which are to be fulfilled for motivating them.
Human relations experts believe that management should recognize the need for
employees for recognition and social acceptance.
Human Behavioral School - Human Behavioral School is devoid of the emotional content and
emphasizes the synchronization of group goals within the broader framework of management.
It does not consider the goals of the different groups of employees and managers as conflicting
with each other but rather co-operative.

Major Contributors of Behavioral School

1. Abraham Maslow’s proposed that human behavior is purposeful and is motivated by the
desire to satisfy needs and that lower-level needs must be met before a person can focus on
the next level of needs. Thus, Maslow’s hierarchy provides managers with the visual
representation of employee motivation.
2.  Hugo Munsterberg suggest that psychology could be used in many different industrial
applications, including management, vocational decisions, advertising job performance, and
employee motivation.
3. Rensis Likert- he conducted extensive research for 14 years with the help of forty
researchers in the field of leadership. His famous writings includes New Pattern of Management
(1961) and Human Organization (1967)
4. Douglas McGregor has contributed much to the development of management and
motivational theory, and is best known for his Theory X and Theory Y as presented in his book
The Human side of enterprise (1960) which proposed that manager’s individual assumptions
about human nature and behavior determined how individual manages their employees.
5. Frederick Herzberg contributed a great deal to the human relations School of Management
through his insights into the areas of employee satisfaction and motivation. He provided tools
that are used to motivate and satisfy employees in their place of work.
6. Mary Parker Follet, and Chester Barnard are the major contributors to this school of
thought; which is further subdivided by some writers into the Human Relation approach and
the Human Behavioral approach, the latter being considered as a modified version of the
former thoughts.
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7. Elton Mayo and colleague important contributions to Human Relation School of thought
through their famous Hawthorne Study. This study focuses on managerial strategy and
incorporating the socio-psychological aspects of human behavior in organization.
8. McGregor, Likert, Chester Barnard, Kurt Lewin, and others, classified as exponents of the
Human Behavioral School. They considered the human side of the enterprise as an interactive
subsystem of the total organizational system.

3. Management Science school

 The management science school provides managers with a scientific basis for solving
problems and making decisions. This school grew directly out of the World War II groups
(called operational research teams in Great Britain and operations research teams in
United States).
 Churchman, Ackoff and Arnoff define the management science approach as an
application of the scientific method to problems arising in the operation of a system, and
the solving of these problems by solving mathematical equations representing the system.

Distinguishing characteristics incudes:

1. Managerial decision making

 Stresses that the efficiency comes from proper planning and making the
right decisions.
2. Mathematical Model
 In management science a mathematical model attempts to reduce a
managerial decision to a mathematical form so that the decision-making
process can be simulated and evaluated before the actual decision is made.
3. Computer Applications
 The use of computer has been the driving force behind the emergence of
the management science approach.

4. Evaluation criteria
 In management science, model has been evaluated against a set of
effectiveness criteria (e.g. revenue, return on investment, and cost saving).
5. Operations management
 Refers to the various models and techniques in use. Some of the
commonly used methods are forecasting, inventory modelling, linear and
nonlinear programming, scheduling, simulation, networks models,
probability analysis, and break even analysis. Operations management
specialists use these techniques to solve manufacturing problems.

6. Management information system (MIS)

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 is the most recent subfield of the management science perspective. MIS is a

system designed to provide information to managers in a timely and cost-

efficient manner. It entails and integrated data base (usually in a computer), a

hierarchical information structure, and an orientation toward decision support.

Because management science thought is still evolving, more specific technic can be expected.

Four Types of Management Theory

By: Devra Gartenstein

Reviewed by: Michelle Seidel, B.Sc., LL.B., MBA
Updated December 10, 2018

Management is an art and a science. Managers deal with human beings whose behavior
cannot be reduced to formulas. Managers can benefit from learning and implementing best
practices or studied and tested approaches to running an organization. Management theories
are visions of different ways to run a business based on differing assumptions about how
people and systems operate. They have evolved considerably over time from traditional top-
down authoritarian paradigms to more human-centered contemporary adaptations.

Scientific Management Theory

At the turn of the 20th century when the potential of science to improve productivity was
becoming abundantly clear, Frederick Taylor developed the scientific, or classical,
management theory. This approach uses data and measurements to make organizations more
effective. By observing and evaluating processes in numerical terms, managers are able to
distill information that helps them run their businesses more efficiently and profitably. The
process of gathering data led to standardization and a management strategy based on
punishment and reward. This approach worked for mechanized operations, but it did not do
justice to the human element, the role that personnel play in innovation, and the importance of
keeping staff satisfied and engaged so they do good work.
Bureaucratic Management Theory
The seminal sociologist Max Weber built on Frederick Taylor's scientific management theory
with his theory of bureaucratic management, which takes the scientific principles that Taylor
applied to production systems and applies them to human resources management as well.
Bureaucratic management theory stresses clearly designated roles for employees and
management based on hierarchies that streamline authority and make it clear who is in charge
and who is not. However, Weber's theory cannot be reduced simply to a mechanical,
systematized approach to managing human beings. He also wrote about the dangers inherent in
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unchecked hierarchical bureaucracy and stressed the role of emotion in a business landscape
dominated by technology.
Human Relations Theories
Over the course of the 20th century, management systems became more human-centered,
emphasizing the capacities of individuals to act autonomously and creatively and gearing
management toward bringing out the potential of the people they employ. Human relations
management theories emphasize the importance of aligning the needs of the workers with the
needs of the company and adopting policies aimed at their mutual benefit.
Systems Theory
Systems theory looks for holistic patterns in scientific and metaphysical contexts, and the
management approach to systems theory aims for achieving an integrated and balanced whole in
business as well. Features include identifying the overall goal of the organization, working so
that its various elements function cohesively to achieve this goal, and understanding the cycles
regulating a system's inputs and outcomes. This management theory is especially effective for
recognizing and leveraging the particular patterns that a company's operations follow.

B. Principles of Management

The 14 principles of management can be used to manage organizations and are useful tools
for forecasting, planning, process management, organization management, decision-making,
coordination and control.
Although they are obvious, many of these matters are still used based on common sense in
current management practices in organizations. It remains a practical list with focus areas
that are based on Henri Fayol ’s research which still applies today due to a number of logical
principles.
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14 principles of Management by Henri Fayol

1. Division of Work
Employees are specialized in different areas and they have different skills. Different
levels of expertise can be distinguished within the knowledge areas (from generalist to
specialist). Personal and professional developments support this. According to Henri
Fayol specialization promotes efficiency of the workforce and increases productivity.
2. Authority and Responsibility
In order to get things done in an organization, management has the authority to give
orders to the employees. Of course with this authority comes responsibility. According
to Henri Fayol, the accompanying power or authority gives the management the right to
give orders to the subordinates. The responsibility can be traced back from performance
and it is therefore necessary to make agreements about this.
3. Discipline
It is often a part of the core values of a mission and vision in the form of good conduct
and respectful interactions. This management principle is essential and is seen as the oil
to make the engine of an organization run smoothly.
4. Unity of Command
The management principle ‘Unity of command’ means that an individual employee
should receive orders from one manager and that the employee is answerable to that
manager. If tasks and related responsibilities are given to the employee by more than one
manager, this may lead to confusion which may lead to possible conflicts for employees.
By using this principle, the responsibility for mistakes can be established more easily.
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5.Unity of Direction
This management principle is all about focus and unity. All employees deliver the same
activities that can be linked to the same objectives. All activities must be carried out by
one group that forms a team. These activities must be described in a plan of action. The
manager is ultimately responsible for this plan and he monitors the progress of the
defined and planned activities. Focus areas are the efforts made by the employees and
coordination.
6. Subordination of Individual Interest
There are always all kinds of interests in an organization. In order to have an organization
function well, Henri Fayol indicated that personal interests are subordinate to the interests
of the organization (ethics). The primary focus is on the organizational objectives and not
on those of the individual. This applies to all levels of the entire organization, including
the managers.
7. Remuneration
Motivation and productivity are close to one another as far as the smooth running of an
organization is concerned. This management principle argues that the remuneration
should be sufficient to keep employees motivated and productive. There are two types of
remuneration namely non-monetary (a compliment, more responsibilities, credits) and
monetary (compensation, bonus or other financial compensation). Ultimately, it is about
rewarding the efforts that have been made.
8. The Degree of Centralization

Management and authority for decision-making process must be properly balanced in an

organization. This depends on the volume and size of an organization including its
hierarchy.

Centralization implies the concentration of decision making authority at the top

management (executive board). Sharing of authorities for the decision-making process
with lower levels (middle and lower management), is referred to as decentralization
by Henri Fayol. Henri Fayol indicated that an organization should strive for a good
balance in this.

9. Scalar Chain

Hierarchy presents itself in any given organization. This varies from senior management
(executive board) to the lowest levels in the organization. Henri Fayol ’s “hierarchy”
management principle states that there should be a clear line in the area of authority
(from top to bottom and all managers at all levels). This can be seen as a type of
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management structure. Each employee can contact a manager or a superior in an

emergency situation without challenging the hierarchy. Especially, when it concerns
reports about calamities to the immediate managers/superiors.

10. Order

According to this principle, employees in an organization must have the right resources
at their disposal so that they can function properly in an organization. In addition to
social order (responsibility of the managers) the work environment must be safe, clean
and tidy.

11. Equity

The management principle of equity often occurs in the core values of an organization.
According to Henri Fayol, employees must be treated kindly and equally. Employees
must be in the right place in the organization to do things right. Managers should
supervise and monitor this process and they should treat employees fairly and
impartially.

12. Stability of Tenure of Personnel

This management principle represents deployment and managing of personnel and this
should be in balance with the service that is provided from the organization.
Management strives to minimize employee turnover and to have the right staff in the
right place. Focus areas such as frequent change of position and sufficient development
must be managed well.

13. Initiative

Henri Fayol argued that with this management principle employees should be allowed
to express new ideas. This encourages interest and involvement and creates added
value for the company. Employee initiatives are a source of strength for the organization
according to Henri Fayol. This encourages the employees to be involved and interested.
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14. Esprit de Corps

The management principle ‘esprit de corps’ stands for striving for the involvement and
unity of the employees. Managers are responsible for the development of morale in the
workplace; individually and in the area of communication. Esprit de corps contributes to
the development of the culture and creates an atmosphere of mutual trust and
understanding.

References:
https://bizfluent.com/info-8375509-four-types-management-theory.html
https://www.cliffsnotes.com/study-guides/principles-of-management/the-evolution-of-management-
thought/behavioral-management-
https://www.cliffsnotes.com/study-guides/principles-of-management/the-evolution-of-management-
thought/classical-schools-of-management
http://www.businessdictionary.com/definition/classical-school-of-management.html
https://study.com/academy/topic/theories-of-management.html
https://introduction-to-management.24xls.com/en129
https://www.toolshero.com/management/14-principles-of-management/
https://www.ashford.edu/online-degrees/business/5-principles-of-great-management
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Article on Management theories and principles:

5 Principles of Great Management

May 29, 2019 in Business

Written by Bill Davis, MA, CM, core faculty and program chair in the Forbes School of Business
& Technology at Ashford University, and Dr. Michael Reilly, PhD, professor in the Forbes School
of Business & Technology at Ashford University.
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According to Steve Jobs, “Simple can be harder than complex: You have to work hard to get your
thinking clean to make it simple.” By understanding and learning to apply these universal principles, you
are more likely to excel as a manager in any organization. Here's what you will learn from reading this
blog:

Principle No. 1: The Functions of Management

While managers often view their work as task or supervisory in orientation, this view is an
illusion. 
At the most fundamental level, management is a discipline that consists of a set of five general
functions: planning, organizing, staffing, leading and controlling. These five functions are part of
a body of practices and theories on how to be a successful manager.
Understanding the functions will help managers focus efforts on activities that gain
results. Summarizing the five functions of great management (ICPM Management Content):
Planning: When you think of planning in a management role, think about it as the process of
choosing appropriate goals and actions to pursue and then determining what strategies to use,
what actions to take, and deciding what resources are needed to achieve the goals.
Organizing: This process of establishing worker relationships allows workers to work together to
achieve their organizational goals.
Leading: This function involves articulating a vision, energizing employees, inspiring and motivating
people using vision, influence, persuasion, and effective communication skills.
Staffing: Recruiting and selecting employees for positions within the company (within teams and
departments).
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Controlling: Evaluate how well you are achieving your goals, improving performance, taking actions. Put
processes in place to help you establish standards, so you can measure, compare, and make decisions.

Principle No. 2: The Types and Roles of Managers within the Organization
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Organizational structure is important in driving the business forward and every organization has a
structure. No matter the organizationally specific title, organizations contain front-line, middle, and top
managers. Above the top management team are a CEO and a board of director levels. To see this
structure even more clearly, visualize a pyramid model. The more you move toward the top of the
pyramid, the fewer managers you have. All of these management roles have specific tasks and duties.
According to Jones and George, “A managerial role is the set of specific tasks that a manager is expected
to perform because of the position he or she holds in an organization.” These skills can be gained with a
degree in organizational management.

All great managers play important roles in this model. One important thing to remember is from Henry
Mintzberg, a management scholar who researched and reduced thousands of tasks performed by
managers to 10 roles (ICPM). His model points out that there are three main types of roles all managers
play; they are decisional, interpersonal, and informational. In the decisional role, managers can perform
in an entrepreneurial manner, as a disturbance handler, resource allocator or negotiator. In an
interpersonal role, managers may be figureheads, leaders, and liaisons. In the informational role, they
monitor, are disseminators or spokespersons, and they share information.

Principle No. 3: Effective Management of Organizational Resources

An essential component of operationalizing the organization’s strategic plan is allocating resources

where they will make the most impact. In fact, Dr. Ray Powers (2015), associate dean in the Forbes
School of Business & Technology, argues that it is the most important thing to do. 

“I define resources as people, time, money, and assets — and of course the basic definition of a project
is to have a goal and a start and end date — for pretty much any activity we do,” he explains. 

Managers participate in operational planning and budget planning processes and, in doing so, actively
determine what should be done, in what order it is to be done, and determine what resources are
appropriate to be successful in achieving the plan. Keep in mind that this is not a personality contest.
The strategic plan and its specific objectives determine what is important and what may not be as
important.

Principle No. 4: Understanding and Applying the Four Dimensions of Emotional Intelligence (EQ) in
Maximizing Human Potential

Effective managers understand the context and culture in leadership situations. What helps these
managers succeed? It is simple; they understand EQ (the competencies in each dimension of emotional
intelligence). 

Those four dimensions are: a high self-awareness, social awareness, self-management, and good social
skills. All of these competencies are important, and they lead to great connections with people. They
lead to stronger and more effective managerial performance. EQ is a very important component for
excelling as a supervisor. 
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The job of the manager is to find a way to turn a team member’s skill and talent into a higher level of
performance. This idea doesn’t suggest manipulation at all. Instead, it is about maximizing human
potential, one team member at a time. It is as much art as it is science.

Dr. Diane Hamilton, program chair in the Forbes School of Business & Technology, recently described a
candidate seeking a position on the faculty senate with having a high EQ. Dr. Hamilton, a highly skilled
professional who possesses knowledge and skill in the area of Meyers Briggs Type Indicator, recognizes
the importance of EQ. 

“He demonstrates emotional intelligence and exemplifies the high caliber of candidate I would like to
represent the FSB,” she said about the candidate. 

Principle No. 5: Know the Business

A common axiom in management is that a qualified manager can manage any business. This point is
only partially true. It is true that most managers are generalists rather than specialists; however, many
very successful managers began their careers in specialist roles. What most successful managers bring to
their work in leading crews, departments, divisions, and companies is both a solid knowledge of the
business (they are very experienced) and a solid knowledge of the principles of great management.
Manager aspirants must first learn the characteristics of the business by doing, working in the trenches,
and discovering how the various pieces of the organization work together to become a universal whole,
because very good managers discover what is universal in the business and capitalize on it to advance
the business and improve performance.

Conclusion

Remember, as a manager, for greater job satisfaction and career success you should align to your
organization’s vision, mission, strategies, leadership, systems, structure, and cultures. In all you do, treat
people fairly and honestly and do your best to follow and embrace your organization’s ethics and core
values as well as your own. Talk the walk and walk the talk, and remember, people are watching and
seeing how you walk it. Give your very best to your teams, organizations, and customers. Be an effective
manager to get the performance results for your organization and build trust and positive relationship
with your people.

Reaction On the article:

The article that was presented by the writer, Bill Davis was indeed very comprehensive
and informative. I agreed on almost all points on the report, the 5 principles of great management
that he enumerated play a very important role in deciding the future of the business or
organization. A successful manager should include the organization vision and mission,
strategies, leadership styles, system and structure and core cultures. In order to succeed the
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manager should do a hard work to understand and learn this principles and how to apply it in the
organization. The most important ideas in management are leadership, personality, motivation,
decision-making and communication. In my experience, a good and effective manager or director
is first and foremost a leader. A well-rounded manager or director has a personable personality
and can engage and motivate a multitude of different personalities. Also have the ability to assess
situations and people and make well-supported and smart decisions. Being a leader with a great
personality who can motivate and make decisions, uses critical thinking and good judgment.

According to Bill Davis the five principles of management are: 1. Management has five
general functions: Planning which includes identifying your goal, critical thinking and judgment to
choose what strategies and action to utilize and the available resources to use to achieve the
goal. Organizing is the process of assigning work to employees depending on their position or
skills and knowledge to achieve the goal. Leading, a successful manager must possess traits of
being a leader, this function motivates, encourages, support and inspire employees to work hard
for the common goal of the organization. Staffing function includes selecting an appropriate
employee to do the job in a team. Controlling is evaluating how the work is done, if there is any
amendments to strategies and actions to help establish standards.

Another principle of management is the 2. role of manager in an organization. There

should be an organizational structure in every organization which determine how the activities
and information’s are being directed from top line manager, middle line manager and front line
manager. This structure is represented by organizational chart example is a pyramid in centralized
and in decentralized information’s are distributed in various levels of organization. All of them is
important in the organization and play a vital and specific duties to the organization. All mangers
play 3 main types of role: are decisional, interpersonal, and informational.

Third principle Allocating resources and budgeting in strategic planning is important in

management. Effective management of people, time, money, and assets, basic definition of a project is
to have a goal and a start and end date is essential in achieving an organizational goal.

Another principle in a great management is to maximize human potential by understanding and

applying emotional intelligence. Managers who has high EQ finds a way to turn a team member’s skill
and talent into a higher level of performance. Four dimensions of EQ includes a high self-awareness,
social awareness, self-management, and good social skills. Managers who Understands oneself will
surely understands employees, he knows how to deal, motivate and inspire his team to perform their
best.

The fifth principle of Davis is to know the purpose, philosophy and priority of the organization or
business. Organization vision and mission is essential in strategic planning, identifying goals, actions,
strategies and evaluating the achievement of goal is depending on the identity of the organization.

In conclusion a good manager is also a good leader which reflects her own experience, uses
critical thinking and judgment in planning, setting of goals, taking actions, decision making and
evaluating the success. Making amendments if the project fail. A successful manager treat people
honestly and fairly, consider the purpose, priority, ethics and core culture and values of his organization
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as well as its own. He always supports his teams and departments, always find solution when an issue
arises in an organization.

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