Relationships are impersonal or universalistic. There are differences in the cognitive and emotional orientations of different functional departments. There is coordination and collaboration among functional departments. Specialization is a fine ideal. But if you want the office or the shop to work efficiently, design jobs that overlap.
Power requires consent.
There can never be enough rules to govern exceptions. Interpersonal relationships and commitments, this is to say, personal loyalties make a significant contribution to the attainment of organization goals. The primary focus is on rules for managing organizations through direct supervision. Fayol, Urwick, Parker. Unity of command and the scalar chain of command .