Organizing means determining which activities are necessary for a specific purpose and encouraging them into groups, which are assigned to individuals. An organization is a complex social system, which brings together many individuals for a specific purpose. It is also an arrangement of personnel to facilitate the achievement of a certain purpose through the assignment of functions and responsibilities. To better understand the definition of organization, let's consider the definition developed by Max Weber. Like any other field of study, and like organizations themselves, organizational analysis has a tradition. This tradition draws heavily on Max Weber, known for his analysis of bureaucracy and authority, topics which will be considered later. Weber also dealt with more general definitions of organization. In his definition he first distinguishes the "societal group" from other forms of social organization (Weber, 1947). The corporate group implies "a social relationship which is closed or which limits the admission of strangers by rules... to the extent that its order is imposed by the action of specific individuals whose regular function is this, of a leader or "boss " and usually also administrative staff." This aspect of the definition contains a number of elements that need further discussion, as they are fundamental to most other similar definitions. First, organization involves social relationship. That is, individuals interact within the organization. However, as the reference to closed or limited borders suggests, these individuals are not simply in casual contact. The organization (corporate group) includes some parts of the population and etc...... paper principles, developing excessively rational and mechanistic models of organization. The Type 2 theorist, to a large extent, represented a counterpoint to the rational-mechanistic view. The current stage of organizational theory more fully reflects the contribution of type 3. Contingency advocates have taken the insights provided by previous theorists and reformulated them in a situational context. However, we should not conclude that the findings of early management thinkers would be useless in the future. For example, many of the concepts developed by early classical writers still have value today; the study of the management task in terms of functions performed and the use of management principles to guide actions are still very much with us and should remain valuable. Few of those who succeed will escape at least some of their impact.