“Questions”

1. What kind of workplace would Henri Fayol create? How about

Mary Parker Follett? How about Frederick W. Taylor?
2. How do systems theory and the contingency approach make
managers better at what they do?
3. Businesses are built on relationships.” What do you think this
statement means? What are the implications for managing the
external environment?
4. Why is it important for managers to understand the external
environmental components?
5. Discuss the impact of a strong culture on organizations and
managers.

“Answers”
14 p.o.m
1. Division of Work. Specialization increases output by making employees more efficient.

2. Authority. Managers must be able to give orders, and authority gives them this right.

3. Discipline. Employees must obey and respect the rules that govern the organization.

4. Unity of command. Every employee should receive orders from only one superior.

5. Unity of direction. The organization should have a single plan of action to guide managers and
workers.

6. Subordination of individual interests to the general interest. The interests of any one employee
or group of employees should not take precedence over the interests of the organization as a whole.

7. Remuneration. Workers must be paid a fair wage for their services.

8. Centralization. This term refers to the degree to which subordinates are involved in decision
making.

9. Scalar chain. The line of authority from top management to the lowest ranks is the scalar chain.
10. Order. People and materials should be in the right place at the right time.

11. Equity. Managers should be kind and fair to their subordinates.

12. Stability of tenure of personnel. Management should provide orderly personnel planning and
ensure that replacements are available to fill vacancies.

13. Initiative. Employees who are allowed to originate and carry out plans will exert high levels of
effort.

14. Esprit de corps. Promoting team spirit will build harmony and unity within the organization.

Answers no 1.
1. Henri Fayol:
Henri Fayol is known for his fourteen principles of management, which emphasize hierarchical
structures, division of labor, unity of command, and centralization of decision-making. He
advocated for a structured and bureaucratic workplace where authority and responsibility are
clearly defined. Fayol's workplace would likely have a formal organizational structure with clear
lines of authority, standardized procedures, and a focus on efficiency and order.

2. Mary Parker Follett:

Mary Parker Follett was a pioneer in the field of human relations and emphasized the
importance of collaboration, cooperation, and integration in the workplace. She believed in the
concept of "power with" rather than "power over," and advocated for a more democratic and
participative approach to management. Follett's workplace would prioritize teamwork, open
communication, and employee empowerment. Decision-making would be decentralized, and
there would be a strong emphasis on resolving conflicts through negotiation and consensus-
building.

3. Frederick W. Taylor:
Frederick W. Taylor is often referred to as the "father of scientific management." He focused on
increasing productivity and efficiency through the scientific study of work processes and the
implementation of standardized methods. Taylor advocated for a highly structured and
controlled workplace where tasks are carefully analyzed, and workers are trained to perform
them in the most efficient way possible. His workplace would feature detailed job descriptions,
 strict supervision, and the use of incentive systems to motivate employees to meet production
targets.

Answers no 2.
The contingency approach (sometimes called the situational approach) says that organizations are
different, face different situations (contingencies), and require different ways of managing. A good
way to describe contingency is “if, then.” If this is the way my situation is, then this is the best way for
me to manage in this situation. It’s intuitively logical because organizations and even units within the
same organization differ—in size, goals, work activities, and the like. It would be surprising to find
universally applicable management rules that would work in all situations. But, of course, it’s one
thing to say that the way to manage.

Answers no 3.
The term external environment refers to factors and forces outside the organization that affect its
performance. As shown in Exhibit 2-2, it includes several different compo nets. The economic
component encompasses factors such as interest rates, inflation, changes in disposable income,
stock market fluctuations, and business cycle stages. The demographic component is concerned
with trends in population characteristics such as age, race, gender, education level, geographic
location, income, and family composition. The political/legal component looks at federal, state, and
local laws, as well as global laws and laws of other countries. It also includes a country’s political
conditions and stability. The sociocultural component is concerned with societal and cultural factors
such as values, attitudes, trends, traditions, lifestyles, beliefs, tastes, and patterns of behavior. The
technological component is concerned with scientific or industrial innovations. And the global
component encompasses those issues associated with globalization and a world economy. Although
all these components pose potential constraints on managers’ Deci sons and actions, we’re going to
take a closer look at two of them—the economic and demographic aspects. Then, we’ll look at how
changes taking place in those components constrain managers and organizations. We’ll wrap up this
section by examining environ mental uncertainty and stakeholder relationships.

Answers no 4.
Managers need to consider the external environment to understand, interpret, and predict the
firm's environment and adapt to changes. Managers need to consider the external environment in
order to identify opportunities and threats and make informed decisions for the organization's
strategy and long-term goals. Managers need to consider the external environment because it is

interrelated with the internal environment and influences organizational change.

 (Extra)

Managers need to consider the external environment because it has a significant impact on their
organizations. The external environment consists of various factors such as competitors,

customers, technology, legislation, and sociocultural aspects . Changes in the external environment
can create uncertainty and complexity, making it difficult for managers to make accurate

decisions . Environmental scanning, which involves gathering information about the external
environment, is crucial for managers to understand the opportunities and threats that exist . By

monitoring and analyzing the external environment, managers can adapt their strategies and make
informed decisions . Additionally, the external environment serves as a source of resources that

organizations depend on for survival and success . Therefore, managers need to consider the
external environment to identify potential risks, capitalize on opportunities, and ensure the long-

term viability of their organizations .

Answers no 4.
best of luck

(mubAshAr AhmAd