Case study 2 Q.1 . How might principles of scientific management be useful to Springs Ind ustries?

How about the quantitative approach? ANS: . Scientific management is the utilization of the scientific method to determine the best way of doing a job. For over 117 years, Springs Industries su rvived and along with it the management has evolved. The home-furnishings indust ry has changed on how resources are used to produce their goods, yet the product itself evolved, too, to meet customer standards. Scientific management is the b est approach to use since it scrutinizes every given circumstances to arrive at the best solution. By using Scientific method, the company could establish its m arketing strategies and could give promotions that would suffice seasonal proble ms. Conversely, quantitative approach is the use of statistical techniques for p roblem solving and the application of mathematical models to organizational proc esses. It is also called Operations Research or Management Science. This approach is best used in creating a better product and heightening sales, such as determini ng which design, color or material of their product is the best-seller, and/or r esolving issues in getting resources and distributing products to the market. Q.2 . How might knowledge of organizational behavior help the companys front line supervisors manage their employees? Would the CEO and other top managers ne ed to understand Organizational Behavior (OB)? Why or why not? ANS: . Organizational behavior is the branch of learning that concerned wit h the actions of employees at work. Subjects like motivation, leadership, trust, teamwork and conflict have been studied through OB. There are only two response s to answer the importance of OB on the roles of the CEO and other top managers. It is either a Yes or a No. No, it is not necessary for the CEO and other top manag ers to understand OB. For as long as they do their jobs and are able to accompli sh it, that would be enough. Yes, the CEO and other top managers would need to u nderstand OB for them to become the most effective and the most efficient in the ir jobs and in dealing with their associates. Creating a good working environmen t- even under pressure- would be favorable for everyone, most especially by lowe r-level employees. With this, the whole organization would do better business an d could lead to outstanding profits. Q.3 Using Exhibit 2-6, describe Springs Industries as a system. ANS: . As shown in exhibit 2-6, Springs Industries is an open-system organi zation. They dynamically interact to their environments by taking inputs (raw ma terials, human resources, capital, technology, and information) and transforming them into outputs (products and services, financial results, information, and h uman results) that are distributed into their environments. All of this happens in a system influenced by the outside factors. Feedbacks are used to make the co mpanys performance better, to level their products to the growing demands, and be able to evolve to new heights of global standards. Q.4 . Using information from the companys Web site, what values do this compa ny embrace that might be important for successful organizations in the twenty fi rst century? ANS: Springs Industries Web site (http://www.springs.com) boasts its world-class brands and its product collection which presented in appealing images. It utiliz es todays finest technology which reflects the companys high standards. Springs In dustries is led by a leadership team whose knowledge and expertise guide the com pany in its activities as a global producer of home furnishings. With extensive experience in the service areas that make them an innovative resource for its pa rtners, manufacturing, supply chain management, customer relationships, marketin g and merchandising, human resources, the CEO and other top managers protect Spr

ings vision and bring their mission to life each day. Thats what makes them surviv ed for more than a century and counting.