he purposes of the organization, to be loyal to its aims and to pull their weight in achieving them. Fourthly, managers control what checking performance against the plans does. The interpretation of control has changed over the years so that it is less top down. This is recognized by the change in the words that are used from controlling subordinated to guiding staff in setting mutually agreed objectives, establishing standards and the means of measurement for self-control (Stewart, 1997).
             To these four functions, Planning, organizing, motivating, and controlling, Fayol added a fifth, coordination. But this is too general a term to be satisfactorily isolated as an element in the manager's job. Coordination includes planning, as in the division of duties between jobs, and also communication if it is to be effective, as well as motivation and control. As Sune Carlson, a Swedish professor of business administration, pointed out in the first major study of what managers actually do:' the concept of coordinating does not describe a
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