You have a team of four employees. Liam, the financial analyst, is from Ireland, and he knows everything there is to know about protecting and growing donations. Destiny, the events planner, is from Charleston, South Carolina, and she is a genius at handling all the details of a fundraiser. Andry is from Madagascar, and he writes all of the content for your fundraising letters and website. Finally, Marjorie is from Berkeley, California, and she prepares profiles of potential donors and makes suggestions about what types of fundraising events might appeal to them.
Although all of your employees are very good at what they do, the group has had some problems in the past. Andry and Marjorie have decided that they will write no more than one discrete piece of work per day, even if they are capable of writing more. If Andry writes more than one part of a website, Marjorie torments him by sending him a stream of instant messages questioning his mental abilities. Destiny and Marjorie tend to disagree about what kinds of events will appeal to donors, and they have had some heated arguments in the past. Marjorie usually wins these fights, which is making Destiny very resentful. Liam has told you that the group needs a strong leader who will make sure that the organization's goals are met.
After reading about the history of management in your textbook, you find yourself particularly fascinated by the human relations approach to management.
The theories seem so modern, but could they really be used in today's world? You decide to put them to the test.
Liam's idea that a strong leader could pull the group together is very similar to Chester Barnard's concept of _________ in organizations.
Finally, you consider how to start solving the problems in the organization. What would Mary Parker Follett recommend you do in this situation? Check all that apply:

a) Try to understand why Andry and Marjorie feel that one piece of writing per day is an acceptable work output. Be a role model in establishing new productivity norms, but recognize that your actions may not have much of an impact on them.
b) Get Destiny and Marjorie into one room. Have them present their visions of what a fundraising event should be, and then brainstorm with them to find ways to achieve both of their goals.
c) Remember that you must have power with, not over, your team. So when you ask Andry and Marjorie to write more, be sure to give them facts and information they need to understand the reason for your request.
d) Be sure that your orders are understood and that your employees have the ability to carry them out. Match your directions with the overall strategy of the organization; at the same time, help people achieve their personal goals.

According to Chester Barnard's concept of Acceptance Theory of Authority, people respond more to in an Organisation to a strong leader whose authority they accept. The main premise here is that the leader's authority has to be accepted and people only usually respect strong leaders. A weaker leader will not be able to bring the team together because the employees will not listen to them as much as they should because they have not accepted their authority.

2. According to Mary Parker Follett, all the above options are correct for initiation in this scenario.

Mary Parker Follett came up Principles of Coordination to help companies better themselves. Some of the principles she came up with cover the options.

A. This has to do with the Reciprocal Relationship Principle of Coordination. Mary Follet argued that there must be a reciprocal relationship at work because people work together. This means that should you start to work harder, it will influence Andry and Majorie to work harder as well.

B. Falls under the Principle of Direct Contact.

According to this principle, Heads of Department should meet and discuss their problems since they are closer to the situation on the ground. Destiny and Majorie should therefore meet and discuss a way forward.

C. Falls under the Early Stages section of Coordination.

Here Mary Follett believed that managers should not unilaterally come up with strategy but rather consult the members of their team and talk to them so that they understand why something must be done.

D. Also falls under the Early Stages section.

Mary also believed that as well as consulting your team to come up with strategy, that strategy needs to be aligned to the goals of the organizations. By discussing with employees before a strategy is implemented, you make sure that they understand it as well and they will then know if or not they are able to perform and voice any objections they may have.