Answer 01:

INTRODUCTION:

The French Industrialist Henry 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. Henry 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. Being hired by Sachin
Ethanol to train the employees and teach them the principles of management, I would explain
it using Henry Fayol’s principles of management.

Source-https://www.sketchbubble.com/en/presentation-henry-fayol-principles-of-
management.html
CONCEPT AND APPLICATION:

Employees would be trained using Henry Fayol’s 14 principles of management and they are
as follows:

1. Division of Work:

Henri believed that segregating work in the workforce amongst the worker will enhance the
quality of the product. Similarly, he also concluded that the division of work improves the
productivity, efficiency, accuracy and speed of the workers. This principle is appropriate for
both the managerial as well as a technical work level.

2. Authority and Responsibility:

These are the two key aspects of management. Authority facilitates the management to work
efficiently, and responsibility makes them responsible for the work done under their guidance
or leadership.

3. Discipline:

Without discipline, nothing can be accomplished. It is the core value for any project or any
management. Good performance and sensible interrelation make the management job easy
and comprehensive. Employee’s good behaviour also helps them smoothly build and progress
in their professional careers.

4. Unity of Command:

This means an employee should have only one boss and follow his command. If an employee
has to follow more than one boss, there begins a conflict of interest and can create confusion.

5. Unity of Direction:

Whoever is engaged in the same activity should have a unified goal. This means all the
person working in a company should have one goal and motive which will make the work
easier and achieve the set goal easily.
 6. Subordination of Individual Interest:

This indicates a company should work collectively towards the interest of a company rather
than personal interest. Be subordinate to the purposes of an organization. This refers to the
whole chain of command in a company.

7. Remuneration:

This plays an important role in motivating the workers of a company. Remuneration can be
monetary or non-monetary. However, it should be according to an individual’s efforts they
have made.

8. Centralization:

In any company, the management or any authority responsible for the decision-making
process should be neutral. However, this depends on the size of an organization. Henri Fayol
stressed on the point that there should be a balance between the hierarchy and division of
power.

9. Scalar Chain:

Fayol on this principle highlights that the hierarchy steps should be from the top to the
lowest. This is necessary so that every employee knows their immediate senior also they
should be able to contact any, if needed.

10. Order:

A company should maintain a well-defined work order to have a favourable work culture.
The positive atmosphere in the workplace will boost more positive productivity.

11. Equity:

All employees should be treated equally and respectfully. It’s the responsibility of a manager
that no employees face discrimination.

12. Stability:

An employee delivers the best if they feel secure in their job. It is the duty of the management
to offer job security to their employees.
 13. Initiative:

The management should support and encourage the employees to take initiatives in an
organization. It will help them to increase their interest and make then worth.

14. Esprit de Corps:

It is the responsibility of the management to motivate their employees and be supportive of

each other regularly. Developing trust and mutual understanding will lead to a positive
outcome and work environment.

These 14 principles of management are used to manage an organization and are beneficial for
prediction, planning, decision-making, organization and process management, control and
coordination.

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.

Answer 02:

INTRODUCTION:

The organisation and administration of tasks to attain a goal is referred to as management.

Such administrative responsibilities include developing the overall performance and
directing staff efforts to achieve these goals the use of available assets. Management is both a
science and an art form. Management is a science because it employs logic and objectivity.
Management as a science is shown through cause and effect linkages. Management is
regarded as a science since there is structured and systematic study information available in
management. Furthermore, management ideas are founded on continuous experimentation.
Managers try to explore and manage ideas in various firms under various settings.
Management is sometimes regarded as an art due to the application of theoretical information
in a personal manner. Regular practise and originality show the presence of art. Management
is an art since the management process necessitates the application of knowledge and
abilities. The management process is geared on achieving measureable results. Management
is customised in the sense that each manager approaches challenges in his/her own way. The
newly formed management team is split on a certain matters and needs your assistance. The
essential question in this debate is whether management is an art or science. As the forum’s
chairman, I would like to share my expertise and concur that management is both an art
and a science.

Source- https://edukedar.com/management-as-a-science-or-art

CONCEPTS AND APPLICATIONS:

To decide whether management is science, art or profession, one has to comprehend the
characteristics and definitions of science, art and profession and associate them with
management definition and traits.

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.

MANAGEMENT  Art refers to personal and skilful application of existing

knowledge to achieve desired results.
AS AN ART
 It can be acquired through continuous practice, creativity,
personal observation and experience.
 Examples of being an artist: Dancer, Potter, Musician, Director,
Actor, Designer etc. all are artist in their respective fields.
 A manager is also an artist as he applies his personal knowledge
and experience to get the work done from his subordinates.
 The way of getting work done by different people differs from
manager to manager.

APPLICATION i. Existence of theoretical knowledge:


OF FEATURES
 Art occupies existence of some theoretical knowledge,
OF ART IN though it is not compulsory for every field.
MANAGEMENT  Education in Management is imparted with the help of
theoretical knowledge in various colleges and
universities.
 Examples- BBA, BBS, MBA etc.
ii. Personalized Application:

  Art is purely a personalized application of knowledge to
a particular field.
 Similarly getting the work done by the managers is
purely personalised application of their knowledge and
experience and their effectiveness vary from person to
person.
 Example:
 Voice of every singer is different;
 Acting style of each actor is different.
 So, the management style of every manager is different.
iii. Based on practice and creativity:

 Performance in any art is purely based on practice and the

creativity of an individual
 It varies from person to person.
 Similarly, every manager has his / her own unique style of
functioning and delivers results differently.
 Example:
 Bill gates manage a team of thousands of employees.
 Recent performance of new entrepreneurs like Rohit Bansal &
Kunl Bahl of ‘Snapdeal’ has shocked the established business
houses on the ability and creativity to generate revenue within a
very short period of time.

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 practise. 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 practise is an art, the collection of
information, methodologies, principles and so on that underpins the practise is science.
Answer 03 a:

INTRODUCTION:
Conflict in the workplace, also known as organisational collide is a condition of disharmony
brought on by actual or imagined demands, beliefs and interests that conflict among co-
workers. In organisations conflicts may take many different forms. It is defined as the
situation in which individuals or groups within an organisation dispute or misinterpretation
one another as a result of having divergent needs, wants and opinions, convictions, beliefs or
objectives. Conflicts inevitably disrupt and hinder development. Conflict between team
members is highly common in companies where hundreds or even more employees work
together. As a result, it is essential to comprehend the many forms of disputes and the
numerous viable approaches to avoid or settle them as soon as feasible. Conflicts create
worry and stress in the workplace, making it an unpleasant environment to work. When there
is disagreement between various members of staff either between management and the
employees, output suffers. Reduced productivity is bad for a business, thus it is critical for a
leader or supervisor to recognise the issues and take appropriate measures to resolve them
and make the job a pleasant atmosphere for everybody. India well known hotel brand, Lemon
Tree is losing market share to rivals because of conflicts inside the company that is reducing
the overall efficiency.

Source-https://nhtv8.wordpress.com/2008/11/08/organizational-behaviour-change-
management
CONCEPT AND APPLICATION:

The following are the four types of conflicts that can occur in an organisation:

1. Interpersonal Conflicts:

Interpersonal Conflicts refers to disagreements between two people. These problems occur
when persons with diverse personalities, opinions and even cultural backgrounds interact.
Because of the vast number of individuals functioning together in a large company, there is a
significant likelihood of interpersonal disputes occurring. Another typical example is when
workers become close friends at work and a rift in their personal connection causes difficulty
in the office. Another instance of a possible dispute between two people is when a male
employee is required to receive director from a female boss.

2. Interpersonal Conflicts:

Individuals experience these kinds of conflicts. Interpersonal disputes are less complicated
and easier to discern than intrapersonal conflicts. Since these conflicts occur in an
individual’s head as a result of his/ her values, feelings, principles and beliefs. The intricacy
of these sorts of conflicts ranges from simple decisions like picking a food menu to important
decisions in life like selecting a professional path. Such conflicts make it harder for an
individual to focus on their task.

3. Intra-group Conflicts:

These forms of disagreements occur among team members. Intra-group disputes are mostly
caused by discord and miscommunications among these members. When teammates have
diverse personalities, ideals, ideas and tension emerges. Intra-group disputes emerges for
example when one member of the team is promoted or honoured while others disagree with
the choice. This type of event may raise concern among the group. Conflicts may
occasionally be advantageous in achieving better achievements inside a group, as this is the
team sole goal.

4. Intergroup Conflicts:

These forms of conflicts occur between two distinct factions inside an organisation. These
forms of disputes arise as a result of conflicting departments aims, priorities or point of view.
Conflicts might arise for example between the marketing and customer service departments.
People can become enraged as a result of these sorts of disagreements. As a result, the
workplace has become an undesirable environment to work. To deal with such problems
management should take tight measures.

CONCLUSION:

Therefore, we can conclude that conflicts are unavoidable when a group of individuals
collaborates. Conflicts are not necessarily harmful but the failure to settle them is harmful for
the company. Hence, lemon tree hotel needs to resolve the conflicts between the employees
to ensure maximum optimum productivity.

Answer 3b:

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
practices used to facilitate the peaceful resolution of disagreements and punishment. Different
personalities or viewpoints unsolved difficulties from their past and a sense of
competitiveness against one another, poor communication skills and uncertainty regarding
responsibilities or tasks area 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:

1. Avoiding:

When someone avoids a confrontation they just ignore it or stay away from it. When the
difficulty of dispute resolution outweighs the possible benefits of confrontations they opt for
this approach. The facilitator may find it simple to handle this but the participants are likely
concealing valuable ideas and not actually adding much to the dialogue. Nothing at all is
addressed when discussion is ignored.

2. Competing:

People who enter a battle with the intention of winning utilise the true meaning of
competition. They are independent and outspoken. The presumption that one side wins and
everyone else loses characterises this approach. Diverse viewpoints cannot be included in a
well-rounded overall picture. Competing may be effective in sports or combat but it is rarely
a successful approach to solve problems in groups.

3. Collaborating:

When individuals are cooperative and forceful they tend to collaborate with each other. In
order to create a resolution that all members can embrace a company may begin to accept
contributions from each member. For instance, a salesman and client may collaborate to
negotiate a term till both the parties agree to collaborate and reach mid terms.

4. Accommodating:

People tend to adjust or rather accommodate when they want to achieve a common goal and
keep the entire dispute other side so that they can achieve whatever they want to in their life.
In some instances accommodating might be a suitable conflict resolution. For instance, if the
position is not strongly held it is typically simpler to cooperate. This strategy helps you to fix
an issue in the near terms while focusing on a long-term alternative.

5. Compromising:

Compromise sometimes known as reconciliation seeks a common resolution to a conflict.

Both sides are prepared to give up some of their requirements in order to achieve a
settlement. This might be simple approach to end a problem before it escalates. Compromise
can also be employed to prevent conflict temporarily until the parties concerned can establish
a more permanent fix. When it is impossible to satisfy all parties while still going forward it
is fair to compromise.
CONCLUSION:

Hence, we can conclude that Lemon Tree needs 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.