“The fact that functions may not be separated in organization does not in any way way destroy their identity as functions… The ideal of organized efficiency is not the complete segregation but the integrated correlation |of the three primary functions… The organizer must identify these functional principles, as they appear in every job, and make them the basis of his correlation… his duty is to correlate functions as such… The duty of the manager is to correlate who performs these functions… Management however represents the scalar principle… perpendicular correlations… true horizontal correlation requires other contact… The dissemination of understanding… of common purpose, of the relation of individuals to that purpose & to each other.”

—  James D. Mooney

Source: Onward Industry!, 1931, p. 50-59, as cited in Lyndall Urwick (1937;50)

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James D. Mooney 36
American businessman 1884–1957

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“Cross-functionalism, however, cannot eliminate departmental organization; on the contrary the organized supervision of any function of this character becomes itself departmental. Thus out of cross-functionalism must grow cross-departmentalism. Cross-departmentalism is an extended application of the principle of horizontal correlation.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 47

“Although a separate function of some kind is implicit in the very existence of a separate department, there may be, especially in manufacturing procedure, certain general functions, appearing in some form of departments, which in turn may require organized supervision and correlation. Thus we have cross-functionalism.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 46-47

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“The n-point correlation functions have proved useful not only as descriptive statistics but also as dynamic variables in the Newtonian theory of the evolution of clustering. ... The functions are generalized to mass correlation functions in position and momentum, and the BBGKY hierarchy of equations for their evolution is derived. This yields a new way to analyze the evolution of mass clustering in an expanding universe.”

Jim Peebles (1935) Canadian-American astronomer

[The Large-scale Structure of the Universe, 1980, Princeton Universe Press, xii, https://books.google.com/books?id=O_BPaHFtX1YC&pg=PR12]

“Management has a design and operation function, as does engineering. The design is usually done under the heading of organization. It should be noted first that the performance of a group of people is a strong function of the capabilities of the individuals and a rather weak function of the way they are organized. That is, good people do a fairly good job under almost any organization and a somewhat better one when the organization is good. Poor talent does a poor job with a bad organization, but it is still a poor job no matter what the organization. Repeated reorganizations are noted in groups of individuals poorly suited to their function, though no amount of good organization will give good performance. The best architectural design fails with poor bricks and mortar. But the payoff from good organization with good people is worthwhile.”

Robert E. Machol (1917–1998) American systems engineer

Source: System Engineering (1957), p. 514; As cited in: Joseph E. Kasser (2010) " Seven systems engineering myths and the corresponding realities http://www.synergio.nl/media/59286/7_myths_of_se.pdf"

“In organization it means the graduation of duties, not according to differentiated functions, for this involves another and distinct principle of organization, but simply according to degrees of authority and corresponding responsibility.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 31

“The staff function in organization means the service of advice or counsel, as distinguished from the function of authority or command. This service has three phases, which appear in a clearly integrated relationship. These phases ^ are the informative, the advisory, and the supervisory.”

James D. Mooney (1884–1957) American businessman

Source: Onward Industry!, 1931, p. 60

“Executive processes are specialized functions in what we know as organizations. If these functions are to be adequately described, the description must be in terms of the nature of the organization itself.”

Chester Barnard book The Functions of the Executive

Source: The Functions of the Executive (1938), p. vii

“Management is defined here as the accomplishment of desired objectives by establishing an environment favorable to performance by people operating in organized groups. Each of the managerial functions (planning, organizing, staffing,, directing, and controlling) is analyzed and described in a systematic way. As this is done, both the distilled experience of practicing managers and the findings of scholars are presented. This is approached in such a way that the reader may grasp the relationships between each of the functions, obtain a clear view of the major principles underlying them.”

Harold Koontz (1909–1984)

Source: Principles of management, 1968, p. 1 (1968 edition)

“This book undertakes the study of management by utilizing analysis of the basic managerial functions as a framework for organizing knowledge and techniques in the field. Managing is defined here as the creation and maintenance of an internal environment in an enterprise where individuals, working together in groups, can perform efficiently and effectively towards the attainment of group goals. Managing could, then, be called ""performance environment design."" Essentially, managing is the art of doing, and management is the body of organized knowledge which underlies the art.
Each of the managerial functions is analyzed and described in a systematic way. As this is done, both the distilled experience of practicing managers and the findings of scholars are presented., This is approached in such a way that the reader may grasp the relationships between each of the functions, obtain a clear view of the major principles underlying them, and be given the means of organizing existing knowledge in the field.
Part 1 is an introduction to the basis of management through a study of the nature and operation of management principles (Chapter 1), a description of the various schools and approaches of management theory (Chapter 2), the functions of the manager (Chapter 3), an analytical inquiry into the total environment in which a manager must work (Chapter 4), and an introduction to comparative management in which approaches are presented for separating external environmental forces and nonmanagerial enterprise functions from purely managerial knowledge (Chapter 5)…”

Harold Koontz (1909–1984)

Source: Principles of management, 1968, p. 1 (1972 edition)

Sarvepalli Radhakrishnan photo

“The world today is tending to function as one organism.”

Sarvepalli Radhakrishnan (1888–1975) Indian philosopher and statesman who was the first Vice President and the second President of India

Kalki : or The Future of Civilization (1929)
Context: The East and the West are not so sharply divided as the alarmists would make us believe. The products of spirit and intelligence, the positive sciences, the engineering techniques, the governmental forms, the legal regulations, the administrative arrangements, and the economic institutions are binding together peoples of varied cultures and bringing them into closer reciprocal contact. The world today is tending to function as one organism.
The outer uniformity has not, however, resulted in an inner unity of mind and spirit. The new nearness into which we are drawn has not meant increasing happiness and diminishing friction, since we are not mentally and spiritually prepared for the meeting. Maxim Gorky relates how, after addressing a peasant audience on the subject of science and the marvels of technical inventions, he was criticized by a peasant spokesman in the following words : "Yes, we are taught to fly in the air like birds, and to swim in the water like the fishes, but how to live on the earth we do not know."
Among the races, religions, and nations which live side by side on the small globe, there is not that sense of fellowship necessary for good life. They rather feel themselves to be antagonistic forces. Though humanity has assumed a uniform outer body, it is still without a single animating spirit. The world is not of one mind. … The provincial cultures of the past and the present have not always been loyal to the true interests of the human race. They stood for racial, religious, and political monopolies, for the supremacy of men over women and of the rich over the poor. Before we can build a stable civilization worthy of humanity as a whole, it is necessary that each historical civilization should become conscious of its limitations and it's unworthiness to become the ideal civilization of the world.

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