1st Answer

Introduction: Management is how businesses would organize and direct the flow of
work, operations and employees to fulfil the goals of the company. The main goal of
the management is to ensure creation of an environment that enables the employees
to work in an efficient manner and in a productive manner. A solid structure of an
organization would serve as a guide for the workers and would establish the tone
and emphasis on their work.
Concept and Application:
Managers are involved in the implementation and evaluation of such structures. As a
manager, one may be responsible for performing any of the following tasks:
Create goals and objectives.
Create schedules
Develop strategies to enhance performance, productivity and efficiency.
Make sure of compliance with the policies of the company and regulations of the
industry
Mentor Employees
Monitor budgets, levels of productivity and performance.
Resolving the problems of consumers.
Training the members of the staff.
Administrative Management: This theory would focus on the principles that can be
used by managers in order to co-ordinate the internal activities of the organization.
Henry Fayol, also known as the ‘father of modern management theory’ provided a
new perception of the management concept. He had introduced a general theory
that would be applied to all the management levels and each department. The Fayol
theory would be practiced by the managers in order to organize as well as regulate
the internal activities performed by an organization. Fayol concentrated on
accomplishment of managerial efficiency.
Henri Fayol developed the management theory. According to him, the operations of a
business of an organization can be dividend into six different activities:
Technical – Production and manufacturing of products.
Commercial – Purchasing, selling and exchange.
Financial – Searching for and making optimal use of capital.
Security – Protecting the employees and property
Accounting – Recording and taking stack of costs, profits as well as liabilities,
maintaining the balance sheets and compiling of statistics.
Managerial – Planning, organizing, commanding, co-ordination and controlling.
Following are the fourteen principles of management by Henri Fayol:
Division of Work: Henri Fayol believed that segregation of work in the workforce
amongst the worker would improve the quality of the product. In a similar manner, it
was also concluded that the division of the work would improve the productivity,
efficiency, accuracy and worker’s speed. This principle would sound appropriate for
both the managerial as well as technical work level.
Authority and Responsibility: These are two important aspects of management.
Authority would facilitate the management to work in an efficient manner, and
responsibility would make them responsible for the work that is performed under
their guidance and leadership.
Discipline: Without discipline, nothing is possible to be achieved. It refers to the core
value for any project or any kind of a management.
Good performance as well as sensible inter-relation would make the job of the
management easy and comprehensive.
The good behavior of employees also enables them smoothly build as well as
progress in their professional careers.
Unity of Command: This implies that an employee must have only one boss and
follow his command. If an employee has to follow more than a single boss, a conflict
of interest would begin, and this may lead to confusion.
Unity of Direction: Whoever is engaged in the same activity must have a unified goal.
This implies all the persons working in a company must have a single goal and
motive that would make the work easier and achieve the set goal easily.
6. Subordination of Individual Interest: This indicates that a company must work
unitedly towards the interest of a company instead of being personal interest. It is
important to be subordinate to the purpose of an organization. This would refer to the
whole chain of command in an organization.
Remuneration: This has an important role to play when it comes to motivating the
workers of a company. Remuneration would be monetary or non-monetary. However,
it must be according to the efforts of an individual that have been made.
Centralization: In any company, the management or any authority that is responsible
for the process of decision-making must b neutral. However, this would depend on
the organizational size. Fayol had stressed on the point that there must be a balance
between the hierarchy and the power division.
Scalar Chain: Fayol, on this principle would highlight that the steps of hierarchy must
be from the top to the lowest. This is important so that each employee knows their
immediate senior, and they must be able to contact any, if required.
Order: A company must maintain a well-defined work order in order to ensure a work
culture that is favorable. The positive atmosphere in the workplace would boost more
positive productivity.
Equity: All the employees must be treated in an equal manner and in a respectful
manner. It is the responsibility of a manager that no employees must face
discrimination.
Stability: An employee would deliver their best if they feel secure in their job. It is the
duty of the management to offer job security
Initiative: The management must support as well as encourage the employees to
take an initiative in an organization. It would enable them to enhance their interest
and make it worth.
Esprit De Corps: It is the responsibility of the management to motivate their
employees, and also be supportive of each other in a regular manner. Developing of
trust and mutual understanding would lead to a positive outcome and work
environment.
Conclusion:
Limitations of the administrative management:
With this theory, the individual creativity and flexibility would be destroyed, and the
ability of individuals to respond to complex changes in the global environment.
Classical theory would ignore the important aspects of the behavior of an
organization. It doesn’t deal with leadership problems, motivation and informal
relations.
It fails to consider the impact of external and internal environment upon the behavior
of employees in an organization.
2nd Answer
Introduction: The profession refers to an occupation that is backed with specialized
knowledge and training, where entry would be restricted. Management also has
certain features as a profession.
Concept and Application:
Features
Well-defined body of knowledge: All the professions are based on knowledge, that
would be acquired through instructions, in the case of management. The
management knowledge would be learned with the help of so many books.
Restrictive Entry:
Entry to a profession would be restricted through an exam or an educational degree.
For instance, to be CA, a candidate has to clear some exams. However, the
management doesn’t have any strict rules on appointing a manager. Although now,
companies prefer appointing managers only having MBA degrees.
Professional Association: All professions would be affiliated with an association that
would regulate entry, grant certificate of practice, and formulating of code of conduct.
For instance, an Indian lawyer has to be a member of the BAR council, and this
would regulate their activities.
At the management level, many associations would be established at the national
and international levels, and they have the same rules of membership and same set
of ethical codes. For instance, AIMA is New Delhi but there would not be any legal
binding. This feature would not apply to management fully.
Existence of Ethical Code of Conduct: All professions would be bound by a code of
conduct that would guide the behavior of its members. All the doctors, for instance,
take the oath of ethical practice at the time they would enter the profession. For
instance, AIMA is New Delhi but there would not be any legal binding.
Service Motive: The basic motive of a profession is to serve the interest of the client
by providing the service. Like, lawyers, have to render justice to their client.
Management would run on goals of profit maximization, but in order to service in the
long-run, a businessman must provide importance to a social objective along with
the objectives of economy.
The demand to follow an ethical principle in action would deserve some more
attention. In general, this demand would insist that professionals often contribute to
the public, and that their behavior would be guided by external precepts; for
instance, physicians would be enjoined to do no harm, and anthropologists would
harm the people and animals they contemplate.
There are other aspects of professionalism that are not a part of canon.
Another argument, that is developed by Andrew Abbott, would be far more
compelling. It is intuitively well understood that the status when it comes to enabling
the professions would accrue to the ones that are least contaminated by contact with
the public the profession claiming to serve; a pattern that is as true for physicians as
it is for the lawyers and academics.
Sociologists would not be exempted either: applied sociology would have a lower
status as compared to its analytics.
The tensions here would be palpable; professional legitimation that would arise from
the claims in order to serve the public – to do good – yet contact with the public
would be contaminating and reduction in the status.
One element of the profession would seem a little less central in definition, although
it is central to the experience of being a professional, and this would be the capacity
to make a substantive decision or discretion. An element at the core of profession,
and an important element at that. The discretion would rest on a particular and
powerful (claim to) knowledge – the capacity to locate events and actions in their
proper spatial, temporal, relational as well as a narrative context.
For instance, the jurisdiction war between proponents of evidence-based medicine
would appear beyond reproach; who, after all, would be preferring a physician not
believing in evidence over the one who would do. And, if so, who would be the
mystics – the physicians or the evidence-based epidemiologists.
Conclusion: So, it can be concluded that management is a profession.
3rd Answer
3a.
Introduction: Conflict is inevitable in any workplace as no two people would think
and act exactly in the same manner. There may be differences as well as
disagreements between colleagues, and if not solved in a proper manner it may lead
to challenges in collaboration and performance.
Concept and Application;
Following are some of the types of conflicts in the workplace:
Leadership conflicts: A leadership conflict may take place, when there is a
disagreement regarding how to lead a team. This may include the disputes
pertaining to the authority of the leader, the power to make decisions and strategy.
Managers are able to resolve the leadership conflict through discussion and
negotiation. The conflicts of leadership may negatively impact the productivity,
morale and the overall success of the team.
Conflicts of work style: The work style conflicts take place when the employees have
varying expectations regarding how the employees must work. For instance, the
conflict may arise from cultural differences, clashes in personality and other views
pertaining to the job.
These conflicts often lead to workplace tension and problems related to tension,
such as harassment at workplace or even burnout.
Creative Conflicts: These conflicts happen when the different members of the team
would have additional ideas or goals. These conflicts would be challenging to
resolve, as they would include creativity and innovation often leading to tension and
conflict between the members of the team. There are five kind of conflicts coming
under the creative conflicts; conceptual, technical, inter-personal, structural and
political.
Conceptual conflict would take place when the different members of team would see
a situation or a problem in a different manner. For instance, two members of the
team may have varying views on how to solve a problem. Such a conflict would be
challenging to resolve because of the complexity of the issue and the different
perspective that are involved.
Personality Conflicts: Many different kind of workplace conflicts take place. One of
the most common kind of conflicts would be personality conflict or inter-personal
conflict. This would take place when two or more people have varying personalities,
and this may lead to a difference in the style of communication and preferences of
work. Different personalities would often clash, and ensure creation of workplace
tension that leads to interpersonal conflicts.
Relationship conflicts take place when two or more individuals would disagree with
respect to their relationships that are working. Power conflicts take place, when one
individual in a workplace would have a much more significant influence than another.
Status conflict would take place between two individuals having different level of
authority within the workplace.
Task-based conflicts:
Task-based conflicts refer to the kind of conflicts happening when different groups of
workers would be assigned tasks conflicting with each other. Such kind of conflicts
arising from various sources, such as different expectations or goals, work schedules
that are conflicting, and insufficient communication.
The best manner to ensure prevention of task-based conflicts would be to establish
clear and concise descriptions of job clearly outlining duties and responsibilities of
every position.
Instead of assignment of different tasks, redefinition of the work or finding of ways to
reduce the conflict can be possible.
Conclusion: Conflicts would be a natural part of any workplace, and as a manager,
it is important to understand the various kind of conflicts that may take place.
Conflicts in the workplace would take various forms and would happen due to
different factors, and this includes the clashes of personality, power struggles,
communication breakdown and resources or goals of competing nature.
3b.
Introduction:
Conflict Resolution:
It is simply defined as the process that an organization and a team would follow in
order to resolve the disputes or conflicts of interest arising between the members of
the team. The leaders of the team are mostly, in-charge of conduction of the process
and finding out the best action course, and this would find a middle-ground for both
the parties.
Concept and Application:
Following are some of the styles of management of conflict:
Most HR and professionals of business make use of the five styles of conflict
management. These enable them to better understand how to manage the various
type of situations of conflict. These five styles of conflict management would have
different level of assertiveness and co-cooperativeness.
Accommodation: It is the most co-operative approach involving giving up on the
concerns and satisfying the other party in order to avoid conflict.
This is a good approach when one is facing low-priority conflicts in the workplace.
Avoiding: This style of conflict resolution would comprise of avoidance of any kind of
a conflict. While it may sound too passive, avoiding the conflict would be a much
better choice in various situations of workplace.
Collaboration: This style of conflict management would comprise of seeing one’s
concerns and the ones of other party as equal.
This indicates that you will examine each other's interests in order to come up with a
win-win solution when resolving conflicts. In contrast to compromise-based conflict
resolution, which is assertive while also finding a common ground, this method is
more cooperative.
Contending
There are cases in the working environment where the best choice to determine
struggle is to go against the other party productively. Because project leaders have
the authority to choose the best course of action, this conflict management style is
best suited to them. It is highly assertive.
Compromising This approach strikes the right balance between being assertive and
being cooperative. Finding a middle ground, which is thought to be a solution that
both parties accept but doesn't completely satisfy, is the goal. When a strong conflict
needs to be resolved and this middle ground is the only viable option, this style is
frequently employed.
Managers and business leaders need to develop certain skills to support their teams
in order to use these conflict management styles.
Conclusion:
Skills for Conflict Resolution To resolve conflicts, you should develop the following
skills:
• Emotional well-being: You must always maintain your composure as a conflict
mediator and assist others in overcoming their emotions.
• Leadership qualities: A good leader knows how to inspire his team and foster a
culture of cooperation.
• Skills for communicating: Conflict prevention and resolution are both aided by open
lines of communication with your team.
• Communication skills: You must be aware of how you interact with others and lead
by example as a team leader.
• Project arranging: If you plan your projects well, it will be easier for everyone
on the team to understand their role, reducing conflict chances.
• Resource administration: Everyone benefits from efficient resource allocation in
their work. Under-allocation causes burnout and other issues that could lead to team
conflicts.