They are, therefore, forced to react negatively to all other future events that seem to centralize the controls even further. They then assume the negative reaction to most of such attempts when anything becomes controversial in the District. To support my conclusion here, we find that, in the case study, almost all principals spoke in opposition to what the business administrator recommended. By saying that through the elimination of the funds, the District want to have another way of centralizing administration, they mean that the District has had other ways earlier, and this is just another such ways. It, therefore, shows that they are now trying not to allow the district continue centralizing the controls anymore. The principals also comment that every time they try to turn around, things become centralized in the district. It means, therefore, that, they already have no trust in the district administration and will most of the time not agree with any of their steps to centralize controls. When administrative functions are divided into organizational divisions, it becomes easy for the administration to have a clear control over the two divisions distinctively. First, there is a division of labor manifested, therefore, only specialized professionals in a given division are selected to work there to provide good results (Shivendu amp. Dasgupta, 2012) (page #2 lines #1-4). Therefore, while dividing the administrative functions into organizations, one is simply dividing the work to be done within those small divisions or departments. The work and responsibilities that will be assigned to individuals or departments will be based on the professional qualification as well as the experience of the workforce in that department. The divisions also cluster jobs into units, hence making it easy for control, monitoring and evaluation purposes.