1.

Who is Sun Tzu, Nicolò Machiavelli and Adam Smith?

The Art of War, a classic treatise on military strategy in ancient China by the Chinese military
strategist Sun Tzu, has been translated, studied, and analyzed several times. The Art of War by Sun Tzu
is still required reading in most major military academies today, and it has unquestionably influenced
military thought in the twentieth century. Additionally, the application of military tactics in business and
management situations has grown recently.

Machiavelli was the first theorist to explicitly separate politics from ethics and so grant the
study of politics some autonomy. I would stress Machiavelli's significance in the development of political
thinking if I were presenting him to students in a political science course. I would draw attention to the
fact that, in principle if not in reality, politics and ethics were tightly bound together before Machiavelli.
The Prince was written by Machiavelli to be a guide for kings, and he makes it clear throughout the text
that he is not interested in discussing ideal republics or made-up utopias, as many of his predecessors
had done: “There is such a gap between how one lives and how one should live that he who neglects
what is being done for what should be done will learn his destruction rather than his preservation.”

Specialization and the division of labor were initially recognized as the primary factors influencing
production by Adam Smith. He also developed the "invisible hand idea," which describes how self-
interested people are persuaded to engage in activities that are advantageous to society as a whole
when the right incentives are in place. In the area of management, both concepts are crucial. Successful
managers are those who can establish sound "rules of the game" that harmonize employee incentives
with organizational objectives.

2. Difference between the art of war vs. the art of Management? 

The Art of War The Art of Management

Reward the first who capture them.
Then change their banners and flags.
Capture their supplies by using overwhelming
force.
Keep your soldiers strong by providing for
them.
Fight for the enemy’s supply wagons.
This is what it means to beat the enemy while
you grow more powerful.
Mix them in with your own to increase your
supply line.
Reward those who discover it.
Buy what else you need and re-label it
You must make only what creates
overwhelming value.
Retain your employees by being successful.
You compete for resources against all other
organizations.
This is what it means to compete in the
marketplace while growing more powerful.
Mix internal and external products to
increase your value.

3. The evolution of Management Theory.

 The "scientific" and "bureaucratic" management that relied on measurements, processes, and
routines as the cornerstone of operations is where management theory first emerged. Organizations
created hierarchies to enforce uniform workplace standards and discipline staff who disobeyed them.
Companies began placing more emphasis on individual employees after the "human relations" trend.
System theory, contingency theory, and chaos theory are examples of contemporary management
theories that place an emphasis on the entire company, with people serving as a crucial component of
the system.

Corporate culture is widely recognized as a factor in management theories that may affect
performance. You can manage the firm for better financial performance and return on investment if you
can help your employees feel like they are a part of a group. As a manager, you must work with the
culture rather than try to change it in order to collaborate effectively. Many informal information
exchanges and behavioral conventions are handled by an effective business culture.

4. Management approaches and the environment.

Internal environment, operating environment, and general environment are three categories that
make up management techniques and the environment. Production, technology, structure, and inputs
are all part of the internal environment. The new entrants, supplier, competition, customer, and
substitutes are among the aspects for the operating environment that are included here. The general
environment also includes the social, economic, technological, legal, and political aspects.

5. What is the Taylor’s Four Principles of Scientific Management?

• Scientifically study each part of a task and develop the best method of performing to task.
• Carefully select workers and train them to perform the task by using the scientifically
developed method.
• Cooperate fully with workers to ensure that they use the proper method.
• Divide work and responsibility so that management is responsible for planning work methods
using scientific principles and workers are responsible for executing the work accordingly.

These are his own words:

1. “Develop a science for each element of…work”;
2. “Scientifically select and then train, teach, and develop the [worker]”;
3. “Cooperate with the [worker] so as to [ensure] all of the work [is] being done in accordance
with the principles of the science which has been developed”; and
4. Equally divide “the work and the responsibility between the management and the [workers],”
where “the management take over all work for which they are better fitted than the [workers].”

6. What are the Key Characteristics of Weber’s Ideal Bureaucracy?

• Specialization of labor
• Formal rules and procedures
• Impersonality
• Well-defined hierarchy
• Career advancement based on merit.
7. What is Fayol’s 14 Principles of Administrative Management?
1. Division of work - Consider each employee's present skill set and give them a task they can
master in order to properly execute this approach. This will enable them to increase their
productivity, competence, and effective over the long term.
2. Authority - Henri Fayol asserts that there need to be a harmony between power and
accountability. Employees will become irritated if there is an imbalance between power and
responsibilities. The manager will become irritated if power exceeds duty.
3. Discipline - Every employee should adhere to a set of company policies, ideas, and
structures. Any company should not tolerate breaking the rules or being lax. This can only be
accomplished with effective monitoring and objective assessment.
4. Unity of Command - A worker should only take commands from one management,
according to Fayol. A worker faces a danger to authority, discipline, and stability if there are
two or more supervisors overseeing them. Additionally, this will lead to the collapse of the
management system and staff burnout.
5. Unity of Direction - According to the Henry Fayol concept of management, tasks should be
set up such that team members may cooperate to achieve a common goal while following a
single plan and reporting to a single manager.
6. Subordination of individual interest to general interest - The interest of a single person
should not be allowed to compromise the organization's interests. The group will
disintegrate if someone turns rogue.
7. Remuneration - This remuneration should comprise both monetary and non-monetary
incentives. Additionally, a system for rewarding excellent performance should be in place to
inspire personnel.
8. Centralization - No organization in the present day can be entirely centralized or
decentralized. There should be a balance between centralization and decentralization in
order to use this now. Depending on the organization, a different level of balance will be
reached.
9. Scalar chain - Employees should be aware of their position within the organizational
structure and who to contact in case of an emergency. Fayol advises that an organizational
chart be created so that employees can understand this structure in order to put this into
practice at work.
10. Order - This guarantees the efficient and organized utilization of resources. Any of these
resources that are misplaced can result in abuse and chaos inside the company.
11. Equity - According to this notion, managers should treat everyone they supervise with
kindness and justice. Employees become more loyal and devoted to the company they work
for as a result.
12. Stability and tenure - Because employment instability can result in inefficiency, both new
and veteran employees should be given job security. Since it costs time and money to
educate new employees, there should also be a straightforward and efficient procedure in
place for handling vacancies when they occur.
13. Initiative - Employees feel driven and valued when they have a voice in how they may do
their duties.
14. Esprit de corps - The company benefits greatly from a strong sense of teamwork. Employees
that are motivated and happy are more likely to be effective and productive.
 8. What is the Human Resource (Behavioral) Approach to Management?

The behavioral approach to management is a style of management that emphasizes

boosting organizational effectiveness by concentrating on internal human factors. The
Hawthorne investigations and Douglas McGregor's and Abraham Maslow's Human Relations
Approach, which focuses on employee motivation and leadership style, respectively, are
examples of behavioral perspectives.

9. What is the Quantitative (Management) Science Approach?

The Management Science Approach is a management strategy that places a strong emphasis
on applying quantitative methods and the scientific method to boost organizational
effectiveness.

The idea that organizations are units of decision-making lies at the heart of the quantitative
approach. The use of mathematical models that translate pertinent aspects into numerical terms can
improve the efficiency of these decision-making units.

The primary branches of quantitative management include:

• Management Science
• Operations Management
• Management Information Systems
• Total Quality Management

10. What is the system approach?

A management strategy based on general system theory, which holds that in order to
completely comprehend how an entity functions, it must be regarded as a system, is known as
the system approach to management. Understanding the interrelationship of its components is
necessary for this.

Every manager should be far more exact in their decision-making and information-flow,
according to the systems approach to management. A corporation has to have a comprehensive
system of corporate objectives for this to be successful. To choose the appropriate objectives, a
thorough systems research will be required first. Subsidiary systems must then be built up to
fulfill these aims as effectively as feasible.

11. What is the Contingency Approach?

The contingency approach to management stresses that what managers really do in practice
relies on a specific collection of facts, or a scenario. There isn't just one effective technique to
approach each decision. Different environmental circumstances give rise to contingencies.
 Therefore, while making decisions that have an impact on the company, managers must take
these possibilities into account.

12. What is the Learning Organization Approach?

The learning organization approach to management is founded on the idea that an

organization may gain an edge over rivals in the market by predicting change earlier than its
counterparts. A learning organization is one that is adept in knowledge creation, acquisition, and
transfer as well as behavior modification to take into account fresh information and insights.
This concept starts with a fundamental truth: for learning to occur, new ideas are necessary.

13. What is the Managerial Approach to Learning Organization?

Managers are required to provide a learning atmosphere, according to this. Organizational

members are encouraged to share knowledge by managers. Additionally, managers encourage
methodical problem solving, experimenting, learning from prior mistakes and experiences,
learning from others' experiences, and quickly disseminating information throughout the
business.

14. Give the 5 Building a Learning Organization.

• System Thinking – every organization member understands his or her own job and how the jobs fit
together to provide final products to the customer.

• Shared Vision – all the organization members have a common view of the purpose of the
organization and a sincere commitment to accomplish the purpose.

• Challenging of the mental models – organization members routinely challenge that the way
business is done and the thought processes people use to solve organizational problems.

• Team Learning – organization members work together, develop solution to new problems
together, and apply the solutions together. Working as teams rather than individuals will help the
organization gather collective force to achieve organizational goals.

• Personal Mastery – all organization members are committed to gaining a deep and rich
understanding of their work. Such an understanding will help organizations to reach important
challenges that confront them.

15. Illustrate the Learning Organization Approach.

 The generation and use of knowledge inside an organization are the main foci of
organizational learning theory. According to key tenets of the organizational learning theory,
learning takes place when individuals engage while identifying and resolving issues. According to
organizational learning theory, creating a learning culture inside a company is crucial.