Question No 1:

Answer:
INTRODUCTION:
Henry Fayol, sometimes referred to as the "father of contemporary management
theory," changed how people thought about management. He established a broad idea
that is applicable to every division and level of management. The administrators of an
organization use the Fayol theory to plan and control its internal operations. He focused
on achieving management effectiveness.
Concept
1) Division of Work:
According to the first Henry Fayol management concept, if an employee is
assigned a specific task to do, they will become more proficient and
effective at it. This contrasts with a multitasking culture where a worker is
assigned many tasks at once. Consider each employee's present skill set
and give them a task they can master in order to properly execute this
approach. Long-term, this will assist them develop their productivity,
expertise, and efficiency.

2) Authority
Henri Fayol's management philosophy says that a manager must possess
the requisite power to guarantee that his directives are followed by the
workforce. Managers wouldn't be able to do any task if they lacked any
authority. However, this power should be accompanied with accountability.
Employees will become irritated if there is an imbalance between power
and responsibilities.

3) Discipline
Managers need to build a culture of mutual respect. Bending rules or
slacking should not be allowed in any organization. In order to achieve
this, there is a need for good supervision and impartial judgment. There
should be a set of organizational rules, philosophies, and structures in
place that should be met by everyone.

4) Unity of Command
If an employee works under two or more managers, then authority,
discipline, and stability are threatened, according to Fayol. This will cause
a breakdown in management structure and cause employees to burn out,
he says. Fayol: Employees should receive orders from only one manager.

5) Unity of Direction
 The tasks that need to be completed should be structured so that team
members may cooperate to achieve a common goal. One manager should
use one strategy for all marketing activities, for instance, if you have a
variety of marketing operations. The many tasks can be divided up for
several sub-managers, but they should all cooperate under the
supervision of one person.

6) Group Interest Prevails Over Individual Interest

According to this rule, team interests should take precedence over
individual ones. The interest of a single person should not be allowed to
compromise the organization's interests. The group will disintegrate if one
member turns rogue.

7) Remuneration
According to the Henry Fayol concept of management, workers need to
get fair compensation for the labour they perform. Underpaying employees
makes it difficult for businesses to retain high-caliber staff members and
keep them motivated. This compensation should comprise both monetary
and non-monetary incentives. A system for rewarding good performance
should also be in place to inspire employees.

8) Centralization
No organization can be completely centralized or decentralized in a modern
context. To use this effectively today, there should be a balance of
centralization and decentralization. Complete centralization means people
at the bottom have no authority over their responsibilities. Similarly,
complete decentralization means there will be no superior authority to
control the organization.

9) Scalar Chain
A scalar chain refers to a clear chain of communication between employees
and their superiors. Fayol suggests that there should be an organizational
chart drawn out for employees to see this structure clearly. Employees
should know where they stand in the hierarchy of the organization and who
to go to in chain of command.
10) Order
Misplacement of resources (manpower, money, materials, etc.) in the right
place at the right time can lead to a misuse and disorder in an organization.
 11) Equity
Equity is a combination of kindness and justice. This principle states that
managers should use kindliness and justice towards everyone they
manage. This creates loyalty and devotion among the employees towards
the organization they work for.

12) Stability of Tenure of Personnel

An organization should work to minimize staff turnover and maximize
efficiency. Both old and new employees should be given enough time to
settle into their jobs. There should also be a clear and effective method to
handle vacancies when they arise because it takes time and expense to
train new ones.

13) Initiative
Organizations should listen to the concerns of their employees and
encourage them to develop and carry out plans for improvement. When
employees have a say as to how best they can do their job, they feel
motivated and respected - it makes them feel like they are doing their job
well.

14) Esprit de Corps

Esprit de Corps is the principle of management which states that the
management should strive to create unity, morale, and co-operation among
the employees. Team spirit is a great source of strength in the organization.
Happy and motivated employees are more likely to be productive and
efficient.

Conclusion:
One of the first to emphasizes the distinction between management and technical
talents was Henri Fayol. He emphasized the notion that "manager" is a vocation in and
of itself that requires study, instruction, and development. Imagine a team where every
member possesses the finest technical talents available, but there are no established
management procedures. Without a plan, talents won't inevitably result in effective
outcomes. You don't necessarily have to be a good manager to have high technical
abilities. For planning, forecasting, decision-making, process management, organization
management, coordination, and control, you would also require a variety of non-
technical abilities. The 14 principles of management provide all these techniques to
assist managers comprehend how to successfully operate an organization.
Question No 2:
Answer:
INTRODUCTION:
The idea of management may be viewed as either an art or a scientific. Its structured
body of knowledge, which contains certain universal truths, qualifies it as a science.
Because managing calls for certain talents that supervisors must possess personally, it
is referred to be an art. The implementation of information and abilities is what art does,
whereas science supplies the information.
Concept:
Art is the skillful and unique application of already-existing knowledge to achieve
desired results. It may be acquired via study, research, and application. Art
presupposes the existence of particular academic information. Application of this
fundamental knowledge varies from person to person due to personal preferences.
Management as Art
The arts are primarily about sharing ideas and being innovative. Managers also employ
a variety of ideas and principles in dealing with problems. There is a well-organized
literature in management that is necessary for learning theories and speeding up the
learning process. Everyone may apply management expertise in their own unique way,
much like how various poets can express themselves via writing and musicians can
arrange notes to produce a piece of music.

 Practical Knowledge
Possession of information and expertise in a certain topic is referred to as
knowledge. Studying and/or getting hands-on experience are two ways to learn.
Generally speaking, learning via experience is prioritized more in the arts.
Knowledge in management is achieved via both study and practical application.
Management is therefore an art.

 Personalized Application of Knowledge

In order to produce the intended effects, knowledge is used personally in art. This is
feasible because there are several different methods to accomplish the same set of
results. This is done in management as well; each manager has a unique strategy
for getting things done. Management is therefore an art.

 Improvement through Continuous Practice

In art, improvement is made through continuous practice. This practice eliminates
those activities which are not relevant for achieving the desired results. Through this
 way, the person engaged in any art tends to move towards perfection. This is exactly
done in management and why it is called 'the four Ps' - Practice, Principle,
Preciousness and Performance.

 Situational Application
An artwork that is valued in one context could not be valued in another. The same
holds true for management. Due to changes in situational environment, a specific
management approach that is extremely effective in one company may not be
effective in another. Contextual factors might influence management practices within
a single business to evolve over time.

 Emphasis on Creativity
The emphasis on creativity in art encourages the creation of novel ideas and
methods. This is also done in management; managers invent new goods, methods
of operation, methods of financing, methods of marketing, etc.

Management as Science
The systematic nature of science and management are complementary. Similar to
science, management uses ideas and principles to handle emerging problems. To
define certain procedures, management has its own vocabulary and terminology. In the
same way as science's theories have been established via extensive observation and
repeated experiments, management's theories have also, to some extent, been based
on frequent observation and experimentation. In the long term, these theories will serve
as management's guiding principles. Scientific theories are always valid, and
management principles are no different. However, certain management principles can
be altered depending on the situation. These concepts and theories can serve as a
foundation for managers' training.
 Systematized Body of Knowledge
A systematized body of knowledge, science. Its guiding principles are founded on the
cause-and-effect relationship, which allows for a clear explanation of how one thing led
to another. For instance, if you throw a ball aloft, the gravitational pull of the earth will
eventually lead the ball to fall back to the ground. Such a cause-and-effect link is absent
from management; instead, cause-and-effect relationships are specified in flexible
rather than precise ways. Management is not a genuine science as a result.
 Principles Based on Experimentation
Science's guiding concepts are developed through laboratory experimentation. Such
ideas are put to the test again and over again before being approved. This isn't always
the case in management; sometimes, management ideas are founded on individual
views and experiences. Even when tests are carried out under controlled
circumstances, the results are not put to a scientific test. Management is not a
legitimate science, according to this viewpoint.
 Verifiable Principles
Everybody may independently verify scientific principles. Such verification will
consistently provide the same outcomes. In many instances, management concepts
cannot be verified. In many instances, it is really challenging to understand the
foundations upon which management ideas have been developed. Management is not
a genuine science as a result.
 Universal Application
Science's guiding principles are applicable everywhere, which means they are true no
matter the circumstances. In contrast, management principles depend on the context. It
suggests that a management idea that performs admirably in one nation could not
perform admirably in another. This is as a result of the two countries' different situations.
A management principle may also not be beneficial in another firm within the same
nation even though it may be effective in one. Be a result, management cannot be
referred to as "real science." As was just mentioned, management is not a genuine
science. Consequently, management is referred to as a "inexact science" or "pseudo-
science".
CONCLUSION
Based on the foregoing discussion, we have concluded that management satisfies the
requirements under art. We might thus claim that management is an art. Therefore,
understanding management concepts as well as the ability to use that information
effectively is necessary for being a successful manager. Inefficiency will ensue from the
absence of either.

Question No 3A:
INTRODUCTION
Conflict has to be investigated and handled for organizational advantage since it can
have both favourable and unfavorable implications and effects. To choose whether to
escalate conflict or try to resolve it, management must assess the circumstances.
 Conflict starts when one party believes that another party has negatively impacted,
or is about to negatively impact, something that the first party cares about, according
to J.W. Thomas.
Concept:
Organizational Conflict can be classified in 4 ways.
 Intra-individual/Intra-personal Conflict.
 Interpersonal conflict.
 Intra-group Conflict.
 Inter-group conflict.
These conflicts can occur because of the task, relationship, or process-related issues.

1) Intra-individual/Intra-personal Conflict:
Intra-personal conflicts can arise when a person's goals and vision are different from
those of their organization. Conflict inside an individual is meant by this. Frustration, a
multitude of roles that need equal attention but are not always feasible to dedicate, and
objectives with both good and bad elements are the causes of intra-individual conflict.
There are three categories of intra-individual or intra-personal conflict:
 Goal incongruence
 Conflict resulting from frustration
 Approach-approach conflict
 Role conflict

Goal conflict happens in an individual when achieving one goal eliminates the possibility
of attaining another one.
Conflict from frustration
This kind of conflict arises when a person's motivated drive is thwarted before he
achieves his intended goal. He then takes an activity to disguise his inner condition of
insufficiency.
Approach-approach conflict
This goal conflict occurs when the individual approaches two or more than two mutually
exclusive and positive goals.
Role conflict
The requirement to concurrently perform many roles yet running out of time and
resources is the third and last cause of intrapersonal conflict
2. Inter-personal conflict
It is a disagreement between two coworkers and is the result of a variety of factors,
including personality, working methods, and personal backgrounds. The most frequent
and well-known sort of conflict occurs at the inter-personal level, which includes two or
more people because the majority of disputes involve issues between members of
different organizations or groups, all conflicts may be seen as interpersonal conflicts in a
certain sense.
Four primary sources of interpersonal conflict are.
 Personal Differences,
 Lack of Information,
 Role in Compatibility, and
 Environmental Stress.
3.Intra-group Conflict
Intra-group conflict always causes a person to leave a team when they are pitted
against a group and are either unable or unwilling to adapt to group dynamics.
4.Inter-group conflict:
Due to variances in group dynamics, a project's effective completion is put at risk when
there is inter-group conflict between two teams. Organizational conflict is the strife that
results when the objectives, aims, or values of several people or organizations are
incompatible with one another and those people or groups obstruct or frustrate one
another's attempts to accomplish their goals.

Conclusion:
Conflict will inevitably arise in the workplace; thus, it is essential to identify strategies for
handling and managing these situations. Keep in mind that workplace dispute may be
harmful and hazardous, and if it is not resolved at the right moment, it can cause chaos
and have major consequences. This conflict may also arise between unions and the
organizations that employ their members or between the regulated organizations and
the impacted organizations.

Question No 3B:
INTRODUCTION:
The team has to develop a sense of respect for one another. Make sure everyone pays
attention to one another's ideas and respectfully comments on them. Employees may
then choose the greatest ideas for whatever project they're working on by considering
each one from a variety of angles.
Concept and Application:
To understand each person and provide them with guidance, a leader must have good
mediation abilities. Afterward, persuade them that because we all come from various
backgrounds, it's crucial that they continue to appreciate and care for one another. It
may result in effective teamwork in this manner. Setting up explicit standards for conflict
resolution and behavioural norms is crucial in the long run. Make certain that each
employee is familiar with and comprehends the policies. To lessen personality-based
disputes in your office, training programmes on workplace diversity and emotional
regulation are also an excellent option.
1. Determine the origin of conflicts at work Without knowing what is causing the issue,
you won't be able to resolve it. It's essential while trying to settle a dispute to
determine the true cause of it. Set up one-on-one meetings with each employee to
learn about their issues and level of unhappiness. Choose a spot that is calm and
secluded so that nothing may overhear the chats.
2. We encourage everyone of our workers to express their ideas and opinions. You
may hear all sides of the argument and give them a chance to explain their
positions. Since determining the cause is your primary goal, pay close attention to
what is being said so as to avoid being misunderstood or overheard.
3. Be aware of the conflicts Thoroughly To comprehend your employees' viewpoint
and the issues they are having, you must put yourself in their position. Everyone
avoids getting engaged in disputes. Once you have a firm understanding of the
underlying causes of the group dispute, thoroughly assess your understanding to
ensure that it is unbiased and factual.
4. Meet with the parties concerned to try to resolve the problem. Invite everyone to
debate and decide on the best options for each individual. People become more
accountable for resolving their own conflicts in this way. Establish a zero-tolerance
policy for particular actions and hold everyone accountable to it.
5. Following the Resolution Once the issues at work are resolved, ask your staff to be
committed to the overall objective. Explain to each team member the value of
collaboration and respect for one another. Insist on the importance of cooperation
for success. Encourage your staff to concentrate on their task and work well with
one another.
Conclusion
Life's inevitable conflicts can actually inspire individuals to be more optimistic and
inventive. However, a happy workplace is necessary for optimal efficiency. Therefore,
one of the most crucial skills for business owners is the ability to resolve the most
typical forms of workplace disagreements. Simply maintain an ear to the ground and
resolve any disputes that may occur in a mature manner to position your company for
success.