Question

Which of the following is the
feature of the classical theory of
organisation given by Henri Fayol?
Which of the following is the feature of the
classical theory of organisation given by Henri
Fayol?
2 Marks
Bureaucratic organisations formed the
dominant institutions of industrial society.
Scalar processes help in developing
superior-subordinate relationship.
Production is be the basic necessity for
survival.
Organisations inevitably produce oligarchy.​

Answer 1

Answer:

Explanation:

2] Fayol's principles are listed below:

1. Division of Work – When employees are specialized, output can increase because they become increasingly skilled and efficient.
2. Authority – Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility.
3. Discipline – Discipline must be upheld in organizations, but methods for doing so can vary.
4. Unity of Command – Employees should have only one direct supervisor.
5. Unity of Direction – Teams with the same objective should be working under the direction of one manager, using one plan. This will ensure that action is properly coordinated.
6. Subordination of Individual Interests to the General Interest – The interests of one employee should not be allowed to become more important than those of the group. This includes managers.
7. Remuneration – Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation.
8. Centralization – This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance.
9. Scalar Chain – Employees should be aware of where they stand in the organization's hierarchy, or chain of command.
10. Order – The workplace facilities must be clean, tidy and safe for employees. Everything should have its place.
11. Equity – Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate.
12. Stability of Tenure of Personnel – Managers should strive to minimize employee turnover. Personnel planning should be a priority.
13. Initiative – Employees should be given the necessary level of freedom to create and carry out plans.
14. Esprit de Corps – Organizations should strive to promote team spirit and unity

3] Weber was born in Germany in 1864 and grew up during the time when industrialization was transforming government, business, and society. Weber was interested in industrial capitalism, an economic system where industry is privately controlled and operated for profit. Weber wanted to know why industrial capitalism was successful in some countries and not in others. He believed that large-scale organizations such as factories and government departments were a characteristic of capitalist economies.  Weber visited the United States in 1904 to study the U.S. economy. It was here that he observed the spirit of capitalism. He noted that capitalism in the United States encouraged competition and innovation. He also realized that businesses were run by professional managers and that they were linked through economic relationships. He contrasted this with capitalistic practices in Germany where a small group of powerful people controlled the economy.  

4] It’s not quite there yet, but the goal is certainly within reach. One of India’s largest IT solutions providers, Wipro Technologies, is taking on the likes of IBM and Accenture in its effort to be included among the largest and most successful technology services companies in the world. Currently Wipro employs 45,000 people at a growth rate of 30 percent annually over the coming years. “I don’t see growing to 150,000 or 200,000 people as an insurmountable challenge,” said Premji, Chairman, Wipro. He believes that if companies such as Accenture could grow by 20,000 people in two years, Wipro’s growth projections are not impossible.  All the above activities are a part of the organising function. Organising essentially implies a process which coordinates human efforts, assembles resources and integrates both into a unified whole to be utilised for achieving specified objectives. Organising can be defined as a process that initiates impleme-ntation of plans by clarifying jobs and working relationships and effectively deploying resources for attainment of identified and desired results (goals).

5] 2 Unintended Consequences in Organizations

Even a cursory review of the research literature shows that unintended consequences in organizations come in many forms and with multiple origins.  In the wake of Weber's discussion as to why Marxism did not succeed in its revolutionary goals, Michels (1911) formulated the iron law of oligarchy, probably the most famous instance of an unintended effect. This ‘law’ states that with time and growth of the organization there will be oligarchic tendencies in every organization, also in socialist organizations with a democratic ideology and constitution. Just before WWII, industrial sociology discovered the informal group in formal organizations. Informal relations sometimes go against the objectives of the firm as they lead to rate busting. Yet other research underlined their productive contribution. The work-leader's centrality within this informal network seems critical: employees will cooperate more readily and management can keep track of ties between employees (see Network Analysis).