1. Who is Sun Tzu, Nicolò Machiavelli and Adam Smith?

Sun Tzu (l. c. 500 BCE) was a Chinese military

strategist and general best known as the author
of the work The Art of War, a treatise on military
strategy (also known as The Thirteen Chapters).
He was associated (formally or as an inspiration)
with The School of the Military, one of the
philosophical systems of the Hundred Schools of
Thought of the Spring and Autumn Period (c. 772-
476 BCE), which advocated military preparedness
in maintaining peace and social order.

Niccolò di Bernardo dei Machiavelli 3 May 1469

– 21 June 1527), occasionally rendered in English as Nicholas
Machiavel, was an Italian diplomat, author, philosopher and
historian who lived during the Renaissance. He is best known
for his political treatise The Prince (II Principe), written in
about 1513 but not published until 1532. He has often been
called the father of modern political philosophy and political
science.

Adam Smith was an 18th-century Scottish economist,

philosopher, and author who is considered the father of
modern economics. Smith argued against mercantilism
and was a major proponent of laissez-faire economic
policies. In his first book, The Theory of Moral Sentiments,
Smith proposed the idea of an invisible hand—the
tendency of free markets to regulate themselves using
competition, supply and demand, and self-interest

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

The Art of War The Art of Management

Fight for the enemy’s supply wagons.
Capture their supplies by using
overwhelming force.
Reward the first who capture them.
You compete for resources against all
other organizations.
You must make only what creates
overwhelming value.
Reward those who discover it.
 Then change their banners and flags. Buy what else you need and relabel it.

Mix them in with your own to increase
your supply line.
Keep your soldiers strong by providing
for them.
This is what it means to beat the enemy
while you grow more powerful.
Mix internal and external products to
increase your value.
Retain your employees by being
successful.
This is what it means to compete in the
marketplace while growing more
powerful.

3. The evolution of Management Theory.

• Management is studied in business academics since earlier times and it is

considered as an integral part to understand business operations. People
have been changing and redesigning organizations for centuries. Though the
20th century is noticeable in history as an 'Era of scientific management', still
it does not indicate that management tactics were not used in yester years.
Many studies indicated that Management theory evolved with "scientific"
and "bureaucratic" management that used measurement, procedures and
routines as the basis for operations. Firms developed hierarchies to apply
standardized rules to the place of work and penalized labor for violating
rules. With the "human relations" movement, companies emphasized
individual workers. Modern management theories, including system theory,
contingency theory and chaos theory, focus on the whole organization, with
employees as a key part of the system.

4. Management approaches and the environment.

• Environmental management is an expanding, extensive, and fast developing

field, which includes all humans, and works towards sustainable
development. Environmental enforcement tools are categorized into the
following classes: command and controlbased instruments; fiscal or market-
based instruments, civil-based instruments and agreement-based
instruments.

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

I. Using scientific methods to determine and standardize the one best way of
doing a job
II. A clear division of tasks and responsibilities
III. High pay for high-performing employees
 IV. A hierarchy of authority and strict surveillance of employees

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

The 6 bureaucracy characteristics are:

I. Task specialization (Specialization and Division of Labor) II.

Hierarchical layers of authority
III. Formal selection
IV. Rules and requirements
V. Impersonal (Impersonality and Personal Indifference) VI. Career orientation

7. What are Fayol’s 14 Principles of Administrative Management?

The fourteen principles of management created by Henri Fayol are explained below.

1. Division of Work-
Henri believed that segregating work in the workforce amongst the worker will
enhance the quality of the product. Similarly, he also concluded that the division of
work improves the productivity, efficiency, accuracy and speed of the workers. This
principle is appropriate for both the managerial as well as a technical work level.

2. Authority and Responsibility-

These are the two key aspects of management. Authority facilitates the
management to work efficiently, and responsibility makes them responsible for the
work done under their guidance or leadership.

3. Discipline-
Without discipline, nothing can be accomplished. It is the core value for any project
or any management. Good performance and sensible interrelation make the
management job easy and comprehensive. Employees good behavior also helps
them smoothly build and progress in their professional careers.

4. Unity of Command-

This means an employee should have only one boss and follow his command. If an
employee has to follow more than one boss, there begins a conflict of interest and
can create confusion.

5. Unity of Direction-
Whoever is engaged in the same activity should have a unified goal. This means all
the person working in a company should have one goal and motive which will make
the work easier and achieve the set goal easily.
 6. Subordination of Individual
Interest-
This indicates a company should work unitedly towards the interest of a company
rather than personal interest. Be subordinate to the purposes of an organization.
This refers to the whole chain of command in a company.

7. Remuneration-

This plays an important role in motivating the workers of a company. Remuneration

can be monetary or non-monetary. However, it should be according to an
individual’s efforts they have made.

8. Centralization-
In any company, the management or any authority responsible for the decision-
making process should be neutral. However, this depends on the size of an
organization. Henri Fayol stressed on the point that there should be a balance
between the hierarchy and division of power.

9. Scalar Chain-
Fayol on this principle highlights that the hierarchy steps should be from the top to
the lowest. This is necessary so that every employee knows their immediate senior
also they should be able to contact any, if needed.
10. Order-
A company should maintain a well-defined work order to have a favorable work
culture. The positive atmosphere in the workplace will boost more positive
productivity.

11. Equity-
All employees should be treated equally and respectfully. It’s the responsibility of a
manager that no employees face discrimination.

12. Stability
-
An employee delivers the best if they feel secure in their job. It is the duty of the
management to offer job security to their employees.

13. Initiativ
e-
The management should support and encourage the employees to take initiatives in
an organization. It will help them to increase their interest and make then worth.
 14. Esprit
de Corps-
It is the responsibility of the management to motivate their employees and be
supportive of each other regularly. Developing trust and mutual understanding will
lead to a positive outcome and work environment.

8. What is the Human Resource (Behavioral) Approach to Management?

• The behavioral perspective of HRM is one of several alternative theoretical

lenses for understanding why firms differ in their approaches to managing
employees, and a broad array of consequences that follow from differing
approaches to managing employees. It has been used most frequently in
studies of strategic human resource management and has been applied
primarily for describing and prescribing the linkages between business
strategies, human resource management systems, and a variety of
stakeholder responses closely associated with employee behaviors. While
not generally considered to be a formal theory, the behavioral perspective of
HRM provides a framework for understanding how employees contribute to
organizational effectiveness.

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

• The quantitative approach applies statistics, optimization models, information

models, computer simulations, and other quantitative techniques to the
management process. Central to the quantitative approach is the principle
that organizations are decision-making units. These decision-making units
can be made more efficiently using mathematical models that place relevant
factors into numerical terms

10. What is the system approach?

• A systems approach brings together interviews, dialogue, openness to

perspectives from public and private sectors, and people at all levels of an
institution’s hierarchy. Although Aristotle could never have anticipated
Anna’s dilemma with the lift, the disruption of the service industry by the
sharing economy, nor the need for and concept of a universal basic income,
his point holds true that an understanding of all parts within a system make
complex problems more easily solvable.

11. What is the Contingency Approach?

 • The contingency approach is a management theory that suggests the most
appropriate style of management is dependent on the context of the
situation and that adopting a single, rigid style is inefficient in the long term.
Contingency managers typically pay attention to both the situation and their
own styles and make efforts to ensure both interact efficiently.

12. What is the Learning Organization Approach?

• A learning organization is an organization skilled at creating, acquiring, and

transferring knowledge, and at modifying its behavior to reflect new
knowledge and insights. This definition begins with a simple truth: new ideas
are essential if learning is to take place.

13. What is the Managerial Approach to Learning Organization?

• A learning organization is an organization skilled at creating, acquiring, and

transferring knowledge, and at modifying its behavior to reflect new
knowledge and insights. This definition begins with a simple truth: new ideas
are essential if learning is to take place. Sometimes they are created de novo,
through flashes of insight or creativity; at other times they arrive from
outside the organization or are communicated by knowledgeable insiders.
Whatever their source, these ideas are the trigger for organizational
improvement.

14. Give the 5 Building a Learning Organization.

Peter Senge, author of The Fifth Discipline: The Art & Practice of The Learning
Organization, popularized the term “learning organization” in the early 90s.

Senge is an advocate for decentralized leadership, a model in which all people in an

organization can work toward a common goal. His Five Disciplines of a learning
organization outline how that can happen:

I. Personal Mastery: In an interview, Senge called personal mastery the

“cornerstone” of a learning organization. Personal mastery is the
development of the capacity to accomplish personal goals; learning
organizations make this possible by creating an environment where
employees can, through reflection, develop their own sense of vision—how
they look at the world, what matters to them, and what they are passionate
about contributing to. Said Senge: “Personal vision is the soil in which shared
vision can be grown.”
 II. Shared Vision: A shared vision is only possible in an environment of trust and
collaboration instead of compliance to directives from on high. Corporate
leadership works together with employees toward a common vision—
creating an environment where employees feel heard and are encouraged to
take risks.

III. Mental Models: With a mental model, we understand how our deeply
ingrained assumptions and generalizations affect our interactions and
decisions. To paraphrase Senge: Understanding the difference between
hearing what someone said, and truly understanding what they said, and
understanding the gap between what actually happened and what we
perceived happening requires reflection. “In a nonreflective environment,
we take what we see as truth,” said Senge.

IV. Team learning: Senge says that team learning can only happen when team
members are “humble,” when they are willing to reflect and take into
account other people’s views, suspending personal biases in order to work
as a whole in a collaborative environment.

V. Systems Thinking: Systems thinking is the idea that we’re part of an

interrelated system—not a disjointed set of personal silos;
systems thinking addresses the whole and creates an understanding of how
parts are interconnected. Senge said,
“Systems thinking is a sensibility—for the subtle
interconnectedness that gives living systems their unique character”

15. Illustrate the Learning Organization Approach.

• The theory of organizational learning focuses on the creation of knowledge

and the use of that knowledge within an organization. Key aspects of
organizational learning theory are that learning happens when people interact
while finding and solving problems. Organizational learning theory stresses the
importance of developing a learning culture within an organization.