1.a Why do we need and study to management theories?

The study of management theories is one step to proceed on a broad front of our day to day life
as well as to manage our business effectively and efficiently or to better support our team .
Management compresses comparative study of the different approaches which will yield benefits
to the learner regardless of managers or not. Hence the study of management theories and its
function is important for the learners to understand its principles and features as well as its needs
in any type of organizations. By studying management theories we will able to Identify major
characteristics of management as well as jobs that managers do and challenges and opportunities
that may face our day to day activities as well as our business, and we get broad concepts and
ideas how to change obstacles in to constructive opportunities since we learnt those theories
well.

In order to achieve our stated objectives learning of management is crucial to train us about how
to use scarce resources, how to become successful managers, how to work together to
accomplish stated goals and how to become effective and successful person.

Studying management theories is important to gain Knowledge to understand the nature of

management and its function, and reasons that why everything needs management. In order to
work as employee or to own a successful organization studying management is key for to
become successful and to get over all knowledge’s about it.

Generally studying of management theories is comprehensive because of management is the

most influential forces and affects the accomplishment of many social, economic, and political
goals and as broad as to understand its functions it is most crucial, highly demanding, and most
noticeable of all human activities.

1. b. Why is it important for every manager to understand the many different

management theories that have been developed?
Most of time, managers end up leaving their jobs because of poor understanding and application
of different theories of management, a situation that results in increasing the amount of cost and
lowering the talent that exists within the business (Collings&wood,2009). Managers should be
having a better understanding for the good practice of management theories by formal education
or personal research for the creation of a good knowledge that can result in improving the
productivity of employees, eliminating redundancy within process and for increasing the rates on
retention.

As all we know the efforts to codify management knowledge as a separate and identifiable field
of study has been developed in the 20th century that attempts to have been made to develop
management’s general theory. So knowing these general management theory helps managers to
understand several developments of theory and the contributors to this development represents a
heterogeneous group of practitioners as well as academic generalists and specialists
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Managers can understand the different management theories that explained of why a particular
practice is effective or ineffective. They are necessary for the prediction and control of human
behavior in the work place. Without theories to guide their practice, managers may not
understand the reasons behind their success and failure. And without such understanding,
managers would be less likely to ensure the achievement of future goals.

Through management theories managers can learn some of earliest innovative practice. Various
approaches of in the evolution of management thought are discussed relative to the lessons each
can teach today’s managers. Managers shall briefly examine the pioneering ideas of several
contributors, individuals who predated modern management thinking helped lay some initial
foundation for today’s management concepts.

In sum the knowledge of the study of the different management theories help managers to:

 To maximize productivity, managers must understand the latest best practices.

 It is very Important of knowing different Management Theories in Managing People

 It helps to managers to simplify decision making by using several approaches

 Experiencing many of management thoughts Increase Staff Participation with in the

organizations.

 It helps managers to think objectively and use scientific processes rather than guess.

 It assists managers to adapt to Global Changes in today’s dynamic environment

1.c. Why management theories fail to bring intended results in Africa?

Essentially, theories are adopted under certain circumstances and assumptions and application of
a given theory is subject to fulfillment of the assumptions underlying it. Most of management
theories are foreign to African environment and are inappropriate to African situations. The
major reason management theories fail in Africa, particularly, is because they are applied
indiscriminately without being circumstance/environment contingent to the African socio-
organizational context.

Management theories have their roots in the west and are developed based on the environment of
the western world and therefore, to put the question more strictly, as many people have asked
it,is to ask ‘why don’t western theories work in Africa context?’ or why can’t they work
effectively in African organizations?. Western theories are not suited to African
conditions .universality of management theories has been challenged greatly in contemporary
management.

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One major challenge that managers have is not being able to detect a good theory that fits into
their situation.

Inconsistency of western based theories for the African environment,the uncritical adoption of
the prescribed western theories without considering African socio-cultural heritage and
relationship with external environment has led to failure not as intended.

1.d. What are challenges in developing indigenous management theories in

Africa?
Challenges or factors that affect development of indigenous African management theories :
Evidently, the problem militating against the development of indigenous management theories in
Africa are multiple and diverse in nature.However reseans for the critical challenges are as
follows :

-lack of tradition in basic and applied research,

this research’s require a thorough understanding of the dynamic r/ships within the socio-
technical system and r/ship to the external environment with which the system is in constant
interaction such researchs do not yield immediate results in Africa.
-lack of financing for adequate research & ethnic and cultural multiplicity
-lack of interest by scholars & fast changing forces.
-Lack of utilization of research findings and application of theories by managers in Africa.
-Low level of Abstractive Thinking,far reaching implications for management practice in Africa

1.e. What you suggest the way a head?

The dearth of indigenous management theories in Africa is no doubt a major challenge to
effective management practice in the continent. The critical role of effective management
practice in organizational performance and industrial growth, and the impact of these on
economic development, cannot be over-emphasized. Therefore, for the purpose of these
parameters, effective management theories and practice is desirable and it is to be achieved in
Africa.

Emphasis must be on the development of indigenous management theories. This requires that the
challenges against the development of indigenous management theories in Africa must be
tackled and addressed to pave way for, and promote interest in the development of indigenous
theories.

All stakeholders- governments, business organizations, individuals and management scholars- to

be involved and do all that is necessary in their capacities to be part of the promotion of
indigenous management theories in Africa. In so doing they will be paving way for effective
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management practice and therefore improved performance in industry as a path way for
economic development. In this regard, it is recommended that the change of orientation and
values should include government and institutional financial support for research in the field of
management and such funding be delivered adequately and effectively to the right persons
without unnecessary conditionality’s, and be devoid of manipulations and political intrigues.
Furthermore, academics involved in long term research should be granted and allowed to go on
research holidays for full concentration on their research activities, particularly research persons
in the universities, while their full salaries still run, to enable them come up with valid results or
findings that can be used for building relevant management theories. Lastly, persons engaged in
research works must be appreciated for their contributions to development and adequately
rewarded and paid attractive personal financial compensation comparable to what obtains in
western world for their roles and contributions to make them fair equally with their counterparts
in other parts of the world and make them attracted to research. They must be provided
livelihood resources for comfortable life.

2. What is the difference between Management and Administration? Describe

different views of scholars in the area.

A majority of people have confusion between the two common terms “Management” and
“Administration.” While both these terms may seem to be the same: both in terms of their utility
and functionality. Administration is basically determining the objectives and crucial policies of
an organization. On the other hand, management is the act of putting into practice the objectives
and plans decided upon by the administration. Simply, management can be understood as the
skill of getting the work done from others. It is not exactly same as administration, which alludes
to a process of effectively administering the entire organization. The most important point that
management differ from the administration is that the former is concerned with directing or
guiding the operations of the organization, whereas the latter stresses on laying down the policies
and establishing the objectives of the organization.

Broadly speaking, management takes into account the directing and controlling functions of the
organization, whereas administration is related to planning and organizing function.

According to Theo Haimann, “Administration means overall determination of policies, setting of

major objectives, the identifications of general purposes an d lying down of broad programs and
projects”

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According to Newman, “Administration means guidance, leadership and control of the efforts of
the groups towards some common goals.”

BASIS FOR
MANAGEMENT ADMINISTRATION
COMPARISON

Meaning An organized way of managing people and things of The process of administering an o
business organization is called the Management. group of people is known as the A

Authority Middle and Lower Level Top level

Role Executive Decisive

Key Differences Between Management and Administration by different scholars

1. Management is a systematic way of managing people and things within the organization.
The administration is defined as an act of administering the whole organization by a
group of people.

2. Management is an activity of business and functional level, whereas Administration is a

high-level activity.

3. While management focuses on policy implementation, policy formulation is performed

by the administration.

4. Functions of administration include legislation and determination. Conversely, functions

of management are executive and governing.

5. Administration takes all the important decisions of the organization while management
makes decisions under the boundaries set by the administration.

3. a. Describe the Role, reward and challenges of being a Managers in todays

organizations?
Many of us may need a management job because we see it as the quickest path to promotion. If
managers have good leadership skills, such as being good at listening, showing empathy, setting
goals and inspiring people to achieve, they can become a successful manager.

Roles of managers

The most effective managers of the future will be those who build fundamentally different
relationships with their employees. Empathy is nothing new. It’s a common term in the

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philosophy of good leadership, but it has yet to be a top management priority. The empathic
manager is someone who can contextualize performance and behavior — who transcends simply
understanding the facts of work and proactively asks questions and seeks information to place
themselves in their direct reports’ contexts.

From the known traditional roles of managers, todays managers have three main basic roles.

-Managers of the future are those who develop empathy skills through vulnerable conditions of
our world.

-many managers can understand empathy conceptually but they aren’t sure how they use it as a
management tool.

-Empower a new managers mindset by creating a network of support / cooperativeness among

subordinates and workers to achieve a common goal.

Harry Mintzberg’s : (1) Inter-personal roles (2) Informational roles (3) Decisional roles.

(1) Interpersonal Roles:

(a) A manager is a figure head. As a figure head he has to sign certain documents required by
law and officially receives visitors.

(b) A manager serves as a leader by performing the jobs of hiring, training, evaluating the
performance and merit rating of employees. He also fixes the remuneration to employees.

(c) A manager serves as a liaison between outsiders like the community it serves, suppliers and
others in the organisation.

(2) Informational Roles:

(a) As monitors, managers gather information in order to be well informed.

(b) As disseminators of information flowing from both external and internal sources, managers
provide the vital link between the superior and the subordinates by appraising higher up with the
problems of subordinates and inform the subordinates the decisions taken by the higher ups.

(3) Decisional Roles:

(a) As entrepreneurs they act as initiators, innovators, problem identifiers and design improved
projects for effective performance.

(b) As problem solvers they handle contingencies with effortless ease.

(c) He acts as an effective resource allocator.

(d) They act as effective negotiators for and on behalf of the organization.

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Rewards of being managers are:-

 Create a work environment in which organizational members can work to the best of their
ability

 Have opportunities to think creatively and use imagination

 Help others find meaning and fulfillment in work.

 Work with a variety of people

 Receive recognition and status in organization and community

 Play a role in influencing organizational outcomes

 Receive appropriate compensations in the form of salaries, bonuses and stock options

 Good managers are needed by organizations.

Challenges of managers:-

Despite these rewards, being a manager in today' dynamic workplace provides many
challenges

  They have duties that are more clerical than managerial

  They do hard work   Hiring the Right People

  They have to deal with a variety of personalities

 Motivate workers in chaotic and uncertain situations

  Successfully blend knowledge, skills, ambitions, and experiences of a diverse work group

  Success depends on other’s work performance   Responding to a Crisis

3.b.How does a bad manaer look alike? How to be a good manager ?

How does a bad manager look alike?:

Becoming a manager is a career change just as much as deciding a profession you want to study
in school. It requires learning new skills and taking on new responsibilities.

As much as you might like to think that every one of your managers has the best of intentions,
they may not be a good fit for management at all.

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The signs are often all around us when someone isn't a good fit to become a manager. Yet, it's
easy for them to take the job anyways due to money, prestige, or simply inevitability because
they've been around long enough.

Today we'll look at some of the most common warning signs that someone is likely to be a bad
manager and the consequences from those signs being ignored.

Promote team members with caution!

Characterstics of bad managers

If you're wondering "should I become a manager?" or thinking about if you're promoting the
right people, these 6 signs are ones to look out for. If you are looking at becoming a manager and
these resonate, or they do for the person you're considering promoting, then they probably
shouldn't be a manager.

 They do it for the money, not the actual job responsibilities

 They don't like dealing with people

 They don't want to give up individual contributor work

 They don't have a Growth Mindset

 They hate their job

How to be good managers

Good managers lead the organization to good results so as a manager to be good one has to do or
to have the following characteristics:

I.learn to listen

When people think about good management, they often think about great communicators who
can express their ideas clearly and persuasively. Yes, communication skills can be helpful in
this way, but that’s only part of communication. 

Genuinely great managers know how to listen. By listening, you will discover more about
your team members and identify any potential problems that may arise. Good managers take the
opportunity to listen at all times, not just in specific moments. They do it as a way to gather more
information that will help them become better leaders. When listing out what makes a good
manager, listening should be near the top.

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ii.Know your team members

Who are your employees? Do you know what motivates them? What about the type of work they
enjoy the most? What do they hope to accomplish in the future? If you can’t answer all these
questions with concrete answers, it’s time to get to know your team members better. Start by
getting familiar with what makes them tick.

iii.help workers grow their strengths

On that note, your team members have their own desire to develop their talents. Work with them
to grow professionally by identifying their strengths, communicating what they are, and helping
each person further increase them. .

iv.improve yourelf

On that note, your team members have their own desire to develop their talents. Work with them
to grow professionally by identifying their strengths, communicating what they are, and helping
each person further increase them. 

v.recognize the value of the teams work

Your team members put in hard work and dedication to fulfill their responsibilities. Good
managers make sure they recognize them for that work. Employees love to feel appreciated as
long as that praise is genuine and sincere. Showing appreciation doesn’t have to be some grand
gesture or added perks at work. A simple word of recognition can go a long way.

vi.let employees find their way

When looking at how to be a manager, you may face the temptation to manage every aspect of
an employee’s work. However, managing people isn’t always about outlining each step. Give
your team members autonomy. Allow them to find their own manner of tackling their
responsibilities. 

REFERENCES

Chandan, J.S. (1987) Management Theory and Practice, Vikas Publishing House Ltd., New Delhi. Cole, G. (2004)
Management Theory and Practice, Thompson Learning, London, 6th edition. Hofstede, G. (1991) Culture and
Organization, London: McGraw-Hill Jaeger, A.M. (1986) ‘”Organisational Development and National culture:
Where’s the fit? “ Academy of Management Review vol. 11, No. 1. Koontz, H. and O’ Donnell, C. (1976)
Management: A Systems and Contingency Analysis of Managerial Functions, McGraw – Hill Inc. New York , 6th
edition. Mullins J. L. (2005) Management and Organisational Behaviour, Pearson Educational Ltd, England, 7th
edition. Ogundele, O.J.K. (2005) Management and Organisation Theory and Behaviour, Molofin Nominees, Lagos.
Osigweh, C.A.B. (1985) Professional Management: An Evolutionary Perspective, Kendall/Hunt Publishing
company, Iowa. Trompennars, F. (1993). Riding the Waves of Culture, The Economist Books, London. Watson, W.
E., Kumar, K., & Michaelsen, L. K. 1993.

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