Answers – Management Theory and Practice

(1)

Introduction:

The French industrialist Henri Fayol is regarded as the Father of Modern Management. These
principles are commonly acknowledged criteria for managers to follow when doing their duties. The
14 management principles are important tools for predicting, scheduling operational processes,
organisation strategy, various Project Management Methodologies, judgement, collaboration, and
management. These are claims founded on a basic reality. These managerial principles provide a
framework for decision-making and implementation plans. Management principles are the basic
criteria for effective management. Henri Fayol investigated this thoroughly, and as a consequence,
he developed the 14 management principles. It assists businesses in dealing with management in the
real world. A fundamental fact is referred to as a principle. It demonstrates the link of cause and
effect amongst two or more factors in a particular circumstance. They operate as a guide for thought
and behaviour. As a result, management principles are declarations of basic truth based on
reasoning that serve as standards for managerial decision making and conduct.

Concept and application:

Employees would be trained using Henri Fayol's 14 principles of management, they are as

follows:

1. Division of Work: The process of breaking a project into multiple tasks and allocating those duties
to different people is known as division of labour. You may increase both quality as well as efficiency
by splitting work among several personnel. This is supported by personal and professional growth.
According to Henri Fayol, specialisation boosts labour efficiency and production. Furthermore,
specialisation of the labour improves both speed and precision.

2. Authority and Responsibility: A effective workplace maintains a healthy mix of power and
responsibility. An individuals personal responsibilities grow as their authority in the workplace
grows. The accompanying power or authority, according to Ilenri Fayol, provides management the
authority to issue instructions to subordinates. Because accountability may be traced back to
performance, it is vital to reach agreements on this. In other words, authority and accountability are
inextricably linked and are two aspects of the same coin.

3. Discipline: Effective managers cultivate self-discipline in order to lead by example. This involves
self-discipline, such as guaranteeing productivity throughout the workweek. In the form of excellent
behaviour and courteous interactions, it is frequently an element of the fundamental values of a
mission statement and vision. This management idea is critical and is viewed as the oil that keeps an
organization's engine functioning optimally.

4. Unity of Command: According to the management principle known as "Unity of command," every
employee should report to a single boss and take commands from that manager. A corporation can
have numerous managers as long as each individual worker only reports to one, thus unity of
command does not break a hierarchy.

5. Unity of Direction: The goal-alignment of all personnel engaged in the same activity is ensured by
unity of direction. This includes both company-wide and project-specific goals. All employees
perform the same tasks that are tied to the same goals. A firm is considerably more likely to prosper
if everybody focuses towards the same objective.

6. Subordination of Individual Interest: The preferences of an organisation usually take precedence

over the needs of a person or group of people. Managers frequently make changes that benefit
everybody rather than just one person.

7. Remuneration: The price paid for services is referred to as remuneration. In essence, it is the
amount of money you pay an employee to labour for you. In a successful company, remuneration is
frequently fair to both individuals and the organisation. Fair compensation enhances employee
happiness, which leads to increased productivity and loyalty. There are two sorts of compensation:
non-monetary compensation and monetary compensation.

8. The Degree of Centralization: Centralization entails the concentration of decision- making

capacity at the top management level, whereas decentralisation refers to the distribution of
decision-making authority among lower levels. An effective company, so according principles of
management, transfer responsibility over a decision-making procedure to several people. This keeps
an equilibrium among centralization and decentralisation. According to Henri Fayol, an organisation
should aim for a healthy balance in this.

9. Scalar Chain: The scalar chain, often known as the chain of command, is the organisational
hierarchy of authority and communication. From top management to the lowest levels of the
company, this varies. According to Henri Fayol's "hierarchy" management philosophy, there must be
a clear chain of power from top to bottom and all managers at every level. It specifies which roles in
each work relationship have more responsibility.

10. Order: This theory states that resources (manpower, money, materials, etc.) should be placed in
the appropriate location at the right moment. This guarantees that resources are used properly and
in a systematic manner. Misuse and chaos in the organisation will result if any of these resources are
misplaced.

11. Equity: Equity is a blend of compassion and fairness. This concept emphasises that managers
should treat everybody they oversee with kindness and justice. This fosters staff loyalty and
dedication to the organisation for which they work.

12. Stability of Tenure of Personnel: Employees perform best when they believe their jobs are
secure. Effective managers give their staff adequate time to acclimate to new jobs and learn how to
be more effective while doing their duties. Management seeks to keep staff fumover to a minimum
and to have the appropriate people in the right places.

13. Initiative: According to this notion, all employees should be motivated to take initiative.
Employees feel driven and valued when they have a voice in how they accomplish their jobs.
Organizations should respond to their employees' problems and support them to create and
implement improvement initiatives.

14. Esprit de Corps: In an organisation, esprit de corps refers to a sense of pride or commitment.
Managers may motivate staff to work harder and deliver greater outcomes by creating an effective
team atmosphere. Managers should cultivate pleasant connections among staff, identify ways to
inspire excitement, and reward employees for outstanding performance to develop esprit de corps.
Esprit de corps promotes cultural growth and fosters an environment of mutual confidence and
cooperation.
Conclusion

Therefore, we can conclude that the best way to explain the management principles to the
employees is through Henry Fayol's principles of management as they are broad and have definite
guidelines which are accepted universally to help employees make the correct decisions and be on
the best behaviour in the work place. These principles of management concepts examine an
organisation from the top down in order to assist managers in getting the most out of workers and
running the firm smoothly

(2)

Introduction -

The controversy with regard to the nature of management, as to whether it is an art or a science, is
very old. This controversy, however, is not very much in the air now though the controversy is yet to
be settled.

It is to be noted that the learning process in art differs from that of science. Learning of art involves
its continuous practice while learning of science basically involves the assimilation of principles.

Much of the controversy of management being as art or science is on account of the fact that the
earlier captains of industry and managers have used intuition, hunches, commonsense, and
experience in managing organizations. They were not trained professional managers, although they
were very brilliant and had developed commonsense through which they managed well. However,
commonsense and science differ considerably in solving the problems.

Management uses theories and concepts to handle emerging problems similar to science. Science's
theories are the result of extensive research and experiments; in a similar manner, management's
theories are based on routine observation and experimentation. Over time, these ideas will serve as
management's guiding principles.

Everyone can apply their learning of management in a distinct and unique manner, much as how
various artists can present words in literature in unique ways in the arts. The whole point of the arts
is to innovate and communicate through creativity, as when two painters portray the same scenario
in a variety of ways. Likewise, two individual managers will approach the circumstance differently.
Managers frequently have original and creative approaches to solving issues.

Management can be both an art as well as a science. It is regarded as a science since it has a
systematic body of information that encompasses certain universal principles. The reason why
management is deemed as art is that it demands specific abilities that managers must exhibit. Art
focuses on the implementation of knowledge and abilities, while science furnishes knowledge.

Management as an Art:

Art is the experienced and personal utilisation of subsisting information to accomplish solicited
outcomes. It can be procured via education, research and practice. As art is involved with the
personal utilisation of data some kind of inventiveness and creativity is needed to follow the
fundamental systems acquired. The essential characteristics of art are as follows:
The presence of theoretical knowledge: Art assumes the presence of specific academic knowledge.
Specialists in their particular fields have obtained specific elementary postulates which are
appropriate to a specific sort of art. For instance, the literature on public speaking, acting or music,
dancing is publicly acknowledged.

Personalised application: The application of this primary information differs from person to person.
Art, hence, is a highly personalised notion.

Based on custom and creativity: Art is practical. Art includes the creative practice of subsisting
intellectual knowledge. We know that music is based on 7 notes. However, what makes the style of a
musician different or distinctive is his performance of these notes in an artistic way that is uniquely
his own solution.

Management as a Science:

Science is an organised collection of knowledge that emphasises definite universal truths or the
action of comprehensive laws. The central characteristics of science are as follows:

The organised body of knowledge: Science is a precise entity of knowledge. Its systems are based on
a purpose and consequence association.

Universal validity: Scientific conventions have global genuineness and application.

Systems based on experimentation: Scientific conventions are originally formed via research and
then tested via repeated trial and error under the regulated situations.

Conclusion

Therefore, we can conclude that management is an art and science because it is a science since it is
based on universal principles. It is also an art form since it necessitates excellence via practice.
Science educates us to know, whereas art educates us to do. Managers must know and perform
things thoroughly and effectively in order to achieve success. This necessitates a one-of-a-kind blend
of science and management art. It may be argued, therefore, that the art of management begins
where the science of management ends. Because management science is incomplete, the manager
must rely on creative managerial talent to complete a task properly. Thus, while managing in
practice is an art, the collection of information, methodologies, principles, and so on that underpins
the practice is science.

(3)a
Conflict is a situation where any two parties have contradictory or opposing viewpoints or opinions.
Generally speaking, conflicts are basically disagreements between teams or individuals. Conflict is
any difference of opinion between two or more individuals or groups. Conflict happens whenever
there are discrepancies between two or more people's interests, values, goals, and perspectives. It
may exist in an individual, inside an individual, within a group, or within an organisation.

Conflicts demonstrate a lack of a number of things, including compatibility, understanding, and

understanding among those who share an environment. It may increase feelings of anxiety and
emotion, diminish satisfaction, and impair performance.
In any business organization, there are several employees, departments, projects, or even different
methods of performing a task. This diversity can sometimes lead to situations where there is some
sort of incompatibility and this is termed organizational conflicts.An organizational conflict can arise
due to a variety of reasons like - opposing goals, different opinions, or incompatibility in the working
style.

 In the present case, the firm named Lemon Tree is suffering performance issues due to
organizational conflicts. The possible conflicts present in the organization can be -
 Disagreement in the task - This means that there may be different viewpoints among the
employees relating to the goal of the task or how the task has to be performed.
 Another prominent type of conflict could be conflicts due to unclear job roles that make it
difficult to understand whose role is what and also to make any one person accountable for
any work. Ambiguous responsibilities create confusion among the employees and also badly
impact the overall performance.

The conflict between the employee and Management - If the employees and the management here
do not have cordial relationships and there are differences among them, it can lead to interpersonal
conflicts. The ineffective coordination between them could also be the reason behind the delayed
decision-making process.

Differences between the departments - A hotel has several departments and at times there may be
a situation where two or more departments have opposing goals or interests.

Due to internal issues inside the company that hinder performance and growth, Lemon Tree, a well-
known resort chain in India, is losing market share to its competitors.

Performance and effective management are crucial for the organisation to achieve the finest
outcomes, including productivity, market share, excellent sales, promotion, and wonderful customer
relationships. The corporation is assisted by the management concept in stabilising all the variables
to conduct successful scientific research.

(3)b

Introduction:

Conflict resolution is a method for two or more people to reach an amicable settlement to a conflict.
The conflict might be personal, economical, political, or emotional. When a conflict emerges,
bargaining is frequently the best line of action. It is defined as the strategies and practises used to
facilitate the peaceful resolution of disagreements and punishment. Different personalities or
viewpoints, unsolved difficulties from their past, a sense of competitiveness against one another,
poor communication skills, and uncertainty regarding responsibilities or tasks are a few of the most
typical reasons for workplace conflict.

Concept and application:

Conflict resolution is the casual or formal procedure used by two or more parties to reach a peaceful
conclusion to an issue. When hired as a consultant for Lemon Tree, these are the following conflict
resolution techniques that should be followed in the organisation to maintain optimum productivity
-
Change the Composition of the Team

If the conflict is between team members, the easiest solution may be to change the composition of
the team, separating the personalities that were at odds. In instances in which conflict is attributed
to the widely different styles, values, and preferences of a small number of members, replacing
some of these members may resolve the problem. If that’s not possible because everyone’s skills are
needed on the team and substitutes aren’t available, consider a physical layout solution. Research
has shown that when known antagonists are seated directly across from each other, the amount of
conflict increases. However, when they are seated side by side, the conflict tends to decrease.

Create a Common Opposing Force

Group conflict within an organization can be mitigated by focusing attention on a common enemy
such as the competition. For example, two software groups may be vying against each other for
marketing dollars, each wanting to maximize advertising money devoted to their product. But, by
focusing attention on a competitor company, the groups may decide to work together to enhance
the marketing effectiveness for the company as a whole. The “enemy” need not be another
company—it could be a concept, such as a recession, that unites previously warring departments to
save jobs during a downturn.

Consider Majority Rule

Sometimes a group conflict can be resolved through majority rule. That is, group members take a
vote, and the idea with the most votes is the one that gets implemented. The majority rule approach
can work if the participants feel that the procedure is fair. It is important to keep in mind that this
strategy will become ineffective if used repeatedly with the same members typically winning.
Moreover, the approach should be used sparingly. It should follow a healthy discussion of the issues
and points of contention, not be a substitute for that discussion.

Problem Solve
Problem solving is a common approach to resolving conflict. In problem-solving mode, the
individuals or groups in conflict are asked to focus on the problem, not on each other, and to
uncover the root cause of the problem. This approach recognizes the rarity of one side being
completely right and the other being completely wrong.

Conflict-Handling Styles

Individuals vary in the way that they handle conflicts. There are five common styles of handling
conflicts. These styles can be mapped onto a grid that shows the varying degree of cooperation and
assertiveness each style entails.

Conclusion:

Hence, we can conclude that, Lemon trees need to follow these techniques that may result in
increased productivity and goal attainment. A badly handled conflict can cost a company time and
money to expand, but conflict resolution can enhance work connections, employee productivity, and
retention levels.