Robin Hood Case Analysis

In the Robin Hood case, we can easily apply the principles of a business organization. Robin was the CEO of the Merrymen. He made all important decisions and a few lieutenants serve in roles that have been delegated such as information gathering, discipline, finances and provisioning. These make up the top management in the organization. This is associated with the Fayolism theory developed by Henri Fayol who proposed that managers perform particular functions for the growth and success of the organization. The four tasks that have been delegated as well as Robin Hood’s personal vendetta against the Sheriff serve as the basis for many problems encountered by the Merrymen.
First year, did well because they were a small organization experiencing little problems, growth was steady, revenues were consistent due to stealing from the rich, no major competitive forces were established in the industry and Robin Hood and the Merry men had the support of the stakeholders (peasants and farmers) because the men saw to it that the people were taken care of as well as their equal hate for the Sheriff . According to Henri Mintzberg what is expected of a manager is described through management roles. Robin as the CEO possesses the decisional roles which entails the important decision making and choices. The Merrymen acquire informational roles through information gathering and finances as a few of their delegated tasks and finally, the peasants and farmers possess the interpersonal skills that are very symbolic in nature because of their absolute interest and support in the efforts made by Robin and the Merrymen. Their peasants and farmers are the main reason for their formation “rob the rich-give to the poor).
Over the years, Robin Hood was faced with many issues that needs to be addressed. He believed that the strength and manpower of any army was in its numbers and so the band is growing too large with insufficient resources to sustain it. There is also a decline in the