1st Answer

Introduction: Managers are essential for business, whether they are deciding what to
do, allocating resources, or negotiating contracts. Since the Industrial Revolution,
managers have been a crucial component of company success. Since management
first became a typical component of commercial activities, theories of management
have been established and used. New ideas are continually being produced to stay up
with current business developments, even while earlier theories still retain some validity.
All management philosophies are based on similar ideas. Processes, people,
information, and other responsibilities are all expected of managers. A manager might
need to find the finest way to enhance operating procedures or inspire their subordinate
staff. Frameworks for successfully handling certain obligations are provided by
management theories.

Concept and Application: Managers are essential for business, whether they are
deciding what to do, allocating resources, or negotiating contracts. Since the Industrial
Revolution, managers have been a crucial component of company success. Since
management first became a typical component of commercial activities, theories of
management have been established and used. New ideas are continually being
produced to stay up with current business developments, even while earlier theories still
retain some validity.
All management philosophies are based on similar ideas. Processes, people,
information, and other responsibilities are all expected of managers. A manager might
need to find the finest way to enhance operating procedures or inspire their subordinate
staff. Frameworks for successfully handling certain obligations are provided by
management theories.

His guiding concepts are:

1. Division of work: According to the first rule, all work must be broken down into
smaller ones so that each employee can focus on what they do best. This implies that
you must be able to break down your work into manageable pieces. Based on abilities
and level of knowledge, the work is divided.

2. Authority and Responsibility: Responsibility follows power. According to this

notion, the manager has control over subordinates and is accountable for their behavior.
Setting clear expectations and holding oneself accountable for reaching them are
essential for managers.

3. Discipline: obedience, adherence to commitments.

A fundamental part of every organization is discipline. People won't follow instructions if
there is no discipline. They'll simply act anyway they choose. Making sure that everyone
abides by the guidelines and standards requires discipline.
4. Unity of Command
One management issues order, and you are responsible to them.
The concept of unity of command states that an organization's top authority should
reside with a single person. They make choices and issue commands.

5. Unity of Direction
Every employee contributes, ultimately achieving a single goal. A business ought to
have a single direction. The common objective should be shared by all. If not, things will
deteriorate rapidly.

6. Subordination of Individual Interest

ethics, putting organisational needs before of individual ones. This principle states that
we shouldn't priorities our individual interests over the organization's. Always acting with
integrity means putting other people's needs ahead of our own. In a nutshell, give the
public interest first priority.

7. Remuneration
Adequate compensation to maintain employee motivation. Productivity and employee
motivation are crucial to the success of any firm. However, you must consider their
motivators if you hope to draw in and keep outstanding employees. Making sure your
crew is content with their working environment is just as important as paying them well.
This might be as easy as giving them a comfortable workplace or as difficult as
designing a rewarding career path for them.

8. Centralization
Decision-making concentration and good balance
When everything is managed from a single location, we speak of centralization. The
CEO controlling every facet of the company, for instance, would be regarded as
centralization. No company is entirely decentralized or centralized. The degree of
centralization may differ from business to business.

9. Scalar Chain
A distinct chain of command, hierarchy
The term "scalar chain" denotes the chain of command. There should always be a
distinct line of authority in organizations. A manager should direct employees to carry
out particular responsibilities. There must to be a distinct chain of command.
10. Order
the right tools, social harmony, and a secure workplace
In a civilized society, social order refers to the proper relationships between individuals
that are guided by rules and laws to uphold their rights and interests. This includes:
a) A framework outlining what conduct is appropriate or inappropriate and who should
be in charge of enforcing it;
b) A just judicial system that guarantees that the law or norm is applied equally to all;
b) A just judicial system that guarantees that the law or norm is applied equally to all;

11. Equity
Fairness in management and commitment among employees
When everyone is treated properly rather than merely getting what they deserve, equity
occurs. Regardless of age, gender, color, religion, or any other factor, all employees
should be treated fairly and without prejudice.

12. Stability of Tenure of Personnel

Costs associated with needless turnover
An employer will incur expenses if an employee needs to switch positions annually
since they may have to train a new employee and miss out on marketing and sales
opportunities in the process. There should be a sense of work stability for employees.

13. Initiative
The essential amount of freedom to make and carry out plans should be given to
employees.
Employers should take the initiative, and managers should support this. In other words,
they should let the employees make their own plans and then let them execute those
plans. It's because initiatives make workers happier and provide them with chances for
personal growth.

14. Esprit de Corps (Team spirit)

Union means power, cooperation, and communication.
Esprit de corps is the sensation of group identification. People will work harder to
accomplish their goals when they feel that they are a part of something greater than
themselves.

Conclusion: Managers can benefit from Henri Fayol's 14 management concepts.

These guidelines can help you become a better manage.
2nd
Introduction: The various ideas put out by renowned management thinkers and
Exports have had an impact on how management is practiced. Management is a truly
universal and dynamic notion. The nature of management has evolved as a result of the
constant and rapid evolution of management ideas and practices in companies.
Analysis of the nature of management can also be done in the light of the fact that it is a
precise and innate talent.

Concept and Application:

Generally, the question of whether management is a science or an art sparks debate. It
has been said that management is the newest of sciences and the oldest of all the arts.
This describes how management is evolving. nonetheless, to provide a precise
response to the query.

Art refers to a certain method of achieving something. It outlines goals and how they are
to be met. According to George R. Terry, "arts is the application of skill to the attainment
of the desired goal."
Art is the skillful application of knowledge that only depends on an individual's innate
capacity and is developed through practice and experience.
In this sense, management is unquestionably an art form since a manager may solve
complex issues that arise in successfully running his business by applying his expertise
and knowledge.
Every manager establishes his or her own distinctive personality, which is comparable
to an artist's style.

Because managerial skill is a personal possession and is intuitive, management is seen

as an art rather than a science.
Administration is a Science
A systematic body of information relevant to a field of study, science contains certain
universal truths that explain previous events. The relationship between the variables
and the limits has been established, and fundamental principles have been found,
making it systematized. A subject must have standardized principles and methods that
explain specific truths with reference in order to be categorized as a science. to
fundamental principles or occurrences. In this sense, management is a science since it
has produced knowledge that has been organized into systems.

Like other sciences, management has also produced a number of universally applicable
concepts, laws, and generalizations that can be used anywhere it is necessary to
coordinate human activity.
These essential principles can be used in the conduct of undertakings because they
have been formed after being put to the test in many circumstances. A management
also uses scientific approach while making judgments. Because managers base their
judgments on data gathered using a scientific methodology, management is a science.
The goal of management science is to replace educated guesses and trial-and-error
methods with precise information so that management goals can be accomplished with
minimal effort and expense.

Management may be both an art and a science.

It is widely acknowledged that management is a science in its own right. It combines
elements of science and the arts. But it is impossible to argue that management is
wholly or equally based on science and art.
Tattoo designs of coins in the fields of management, science, and the arts. Science and
art are not multicellular exclusive spheres of endeavor, according to Koontz and
O'Donnell. According to E.F.L. Brech, a different management author, "management is
a process which blends art and science in the fulfilment of set goals.

In a similar vein, management, according to Theo Haimann, "contains both aspects,

those of a science and those of Art. Insofar as art and science are complementary to
one another and do not preclude one another, this is not a contradiction.
You may have noticed that there is no clear distinction between management science
and art. According to Dean Stanley, management is a blend of art and science.
Currently, science makes up around 70% or 30% of the total. Management is
unquestionably a combination of science and art. However, this mixture cannot be
proportionate. It is thought of as an application of science. A manager thinks like an
applied scientist. the capacity to apply his expertise to the operation of an organization.

A manager applies his knowledge to the resolution of managerial problems, much as a

doctor must translate his knowledge into treating patients.
The Future of Management
According to Hodge and Johnson, a profession is a job that calls for a sizable body of
knowledge to be applied consistently in the service of a particular sector of society.
3rd Answer
3a.

Introduction: Conflict occurs when two individuals or organizations disagree and the
conflict results in friction. One party must believe that the other's point of view will
adversely affect the result. Teresa may have strong feelings about direct mail initiatives
because she has successfully completed several of them. Heitor might believe that
watching television is the best option because no one reads their mail anymore; it's just
thrown away! Each of them can believe that the other's strategy is a waste of money for
marketing and that the business won't profit from it. Heitor will attempt to advance his
desire for television advertising, but Teresa will step in and stop him, and Heitor will do
the same to Teresa.

Concept and Application: When people with diverse personalities work together, task
conflict and team conflict are unavoidable, but that's not necessarily a bad thing.
Successful leaders can utilize conflict as a tool to increase team productivity by
converting it into an opportunity. Here are some tips on how to make the most of task
conflict and why you shouldn't disregard it.
People come from a variety of backgrounds and viewpoints, which can lead to disputes.
These disagreements can occasionally lead to conflict and impair team performance.
When that occurs, tempers flare and words of accusation are expressed aloud. It is your
duty as a manager to comprehend all parties' points of view, recognize constructive
team conflict, and come to a meaningful conclusion.

When team members disagree with their assigned tasks, task conflict results. It typically
happens when two or more parties find it challenging to complete a task because of
disparate demands, attitudes, or behaviors. One employee's failure to finish his portion
of the assignment, for instance, could negatively affect the entire team. When an
engineer, a marketer, and an IT specialist collaborate, they can each have a different
approach to solving a problem. Such circumstances may result in task or process
conflict, deadline violations, and revenue loss.

Contrarily, relationship conflict results from personality conflicts as well as differences in

taste, norms, religion, and other factors. Value conflicts are frequently brought about by
disparities in individual views, values, and identities.

Task conflict may appear simpler to handle than other sorts of team conflict, but that
isn't necessarily the case, as Harvard Law School notes. It frequently has deeper roots
than what first meets the eye and is correlated with interpersonal conflict. For instance,
if a member of your team doesn't agree with a colleague's proposals, they can see the
criticism as a personal jab.

Value Conflict
What is good, bad, right, wrong, just, and unjust is determined by our values. In two
different ways, values can lead to conflict and confrontation at work. The first is when a
worker's values conflict with those of the position or the business.
When a person's ideals and the task they are accountable for don't mesh, they suffer
from stress, resentment, and other negative emotions that can lead to conflict
vulnerability. When two team members with different belief systems are matched up on
a project, this can lead to conflict in the workplace as a result of values.

Employees who prefer to spend more time at home with their families than at work or
those who disagree on the best ways to carry out a task together are two examples of
value conflicts in the workplace.
Two competing belief systems are in play when there is a value conflict, and one or
more participants are under pressure to fit in.

Conclusion: We may therefore draw the conclusion that in the aforementioned case,
there is a certain type of task and relationship conflict within the business as a result of
which certain decisions are not being taken and the company is losing market share.

3b.

ANSWER:
Introduction: A peaceful resolution to a dispute between opposing parties that leaves
all sides somewhat happy is known as conflict resolution. Sometimes the person who
settles a dispute is a third party or mediator, while other times it may be a party to the
dispute who uses an objective eye to find a resolution.

5 techniques for resolving disputes

There are five typical ways or strategies for resolving disputes at work:
1. Convenient
Smoothing is a technique for resolving disputes that entails one party caving down and
providing the other party what they require to fix the issue.
Occasionally, compromising can be a constructive way to resolve a dispute. For
instance, it is frequently simpler to comply if your view on the subject is not extremely
strong. With this approach, you can find a short-term solution to a problem while
pursuing a long-term one.
2. Avoiding
This approach entails just ignoring the possibility of a disagreement. When they don't
want to participate in a fight, they frequently avoid it. By avoiding, they are able to deny
that there is a problem. When there is no obvious solution or one person is angry and
needs some time to collect themselves before engaging in conflict, avoiding it can be a
wise course of action. Avoidance, however, may entail more work than just confronting
the issue, and it may also irritate the people who are at odds.

3. Compromising
Compromise, also referred to as reconciliation, entails looking for a compromise to
resolve a conflict. To reach an agreement, both parties voluntarily gave up some of their
demands. This may be a simple approach to settle a dispute without it escalating. Until
the parties can implement a more long-term solution, compromise can be employed as
a stopgap measure to avert conflict. When it would be impossible to make everyone
totally satisfied while still going forward, a compromise is appropriate.

4. Collaborating
Similar to the compromising approach, collaboration entails working with the other party
to identify a problem-solving strategy that is acceptable to both parties. For instance, a
salesperson and a client might negotiate the terms of a contract until they are
acceptable to both parties.

5. Competition
Competing is an unhelpful, too assertive strategy adopted by those who are determined
to win the conflict at all costs. Since it prohibits group problem-solving, this approach is
not frequently cited as producing satisfying results.

Conclusion: Effective conflict resolution techniques can help to lessen any

unhappiness that might harm working relationships, promote improved teamwork
among coworkers, and ultimately build solid working connections amongst employees.
Effective conflict resolution can stop animosity between opposing employees from
escalating and affecting other employees who weren't initially involved. A speedy,
courteous conclusion can assist in preserving harmony and morale at work and help
avoid interruptions in productivity.