CJAS2

from one boss to whom he or she reports. This clear line of command will avoid con�icts and confusion.

5. Unity of direction. All similar and related activities should be organized and directed under one man‐ ager. Such an arrangement will also facilitate unity of command.

6. Subordination of individual interest to the general in‐ terest. The goals of the organization should super‐ sede the interests of individual employees.

7. Remuneration of personnel. The �nancial compensa‐ tion for the work done should be based on the prin‐ ciple of fairness to both the employees and the organization.

8. Centralization. Power and authority should be con‐ centrated at upper levels of the organization. However, the middle management and their subor‐ dinates should be given su�cient authority to per‐ form their jobs properly.

9. Scalar chain. A single, continuous line of authority should extend from the top level to the lowest front‐ line worker in the organization.

10. Order. An organization should provide a work envi‐ ronment where the policies, rules, instructions, and so forth are clear and easily understood, resulting in both material and social order. Worker productivity improves when the system ensures that materials are in the right place at the right time and that the right workers are assigned to the jobs best suited to their skills.

11. Equity. Management should display equity, fairness, and a sense of justice toward subordinates.

12. Stability of personnel tenure. Employees learn with experience, making them more productive and e�‐ cient with tenure and job security. Therefore, em‐ ployee turnover should be prevented as much as possible.

13. Initiative. The general work environment should provide the subordinates su�cient freedom to take66% of sample

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