1st Answer

Management theories are concepts surrounding recommended management

strategies, which may include tools such as frameworks and guidelines that can be
implemented in modern organizations. Generally, professionals will not rely solely on
one management theory alone, but instead, introduce several concepts from
different management theories that best suit their workforce and company culture.
1. Division of Work

In practice, employees are specialized in different areas and they have different
skills. Different levels of expertise can be distinguished within the knowledge areas
(from generalist to specialist).

Personal and professional developments support this. According to Henri

Fayol specialization promotes efficiency of the workforce and increases productivity.
In addition, the specialization of the workforce increases their accuracy and speed.
This management principle of the 14 principles of management is applicable to both
technical and managerial activities.
2. Authority and Responsibility

In order to get things done in an organization, management has the authority to give
orders to the employees. Of course with this authority comes responsibility.
According to Henri Fayol, the accompanying power or authority gives the
management the right to give orders to the subordinates.
The responsibility can be traced back from performance and it is therefore necessary
to make agreements about this. In other words, authority and responsibility go
together and they are two sides of the same coin.

3. Discipline

This third principle of the 14 principles of management is about obedience. It is often

a part of the core values of a mission statement and vision in the form of good
conduct and respectful interactions. This management principle is essential and is
seen as the oil to make the engine of an organization run smoothly.
4. Unity of Command

The management principle ‘Unity of command’ means that an individual employee

should receive orders from one manager and that the employee is answerable to
that manager.

If tasks and related responsibilities are given to the employee by more than
one manager, this may lead to confusion which may lead to possible conflicts for
employees. By using this principle, the responsibility for mistakes can be established
more easily.
5. Unity of Direction

This management principle of the 14 principles of management is all about focus and
unity. All employees deliver the same activities that can be linked to the same
objectives. All activities must be carried out by one group that forms a team. These
activities must be described in a plan of action.

The manager is ultimately responsible for this plan and he monitors the progress of
the defined and planned activities. Focus areas are the efforts made by the
employees and coordination.

6. Subordination of Individual Interest

There are always all kinds of interests in an organization. In order to have an

organization function well, Henri Fayol indicated that personal interests are
subordinate to the interests of the organization (ethics).
The primary focus is on the organizational objectives and not on those of the
individual. This applies to all levels of the entire organization, including the
managers.

7. Remuneration

Motivation and productivity are close to one another as far as the smooth running of
an organization is concerned. This management principle of the 14 principles of
management argues that the remuneration should be sufficient to keep employees
motivated and productive.

There are two types of remuneration namely non-monetary (a compliment, more

responsibilities, credits) and monetary (compensation, bonus or other financial
compensation). Ultimately, it is about rewarding the efforts that have been made.

8. The Degree of Centralization

Management and authority for decision-making process must be properly balanced

in an organization. This depends on the volume and size of an organization including
its hierarchy.

Centralization implies the concentration of decision making authority at the top

management (executive board). Sharing of authorities for the decision-making
process with lower levels (middle and lower management), is referred to as
decentralization by Henri Fayol. Henri Fayol indicated that an organization should
strive for a good balance in this.
9. Scalar Chain

Hierarchy presents itself in any given organization. This varies from senior
management (executive board) to the lowest levels in the organization. Henri
Fayol ’s “hierarchy” management principle states that there should be a clear line in
the area of authority (from top to bottom and all managers at all levels).
This can be seen as a type of management structure. Each employee can contact a
manager or a superior in an emergency situation without challenging the hierarchy.
Especially, when it concerns reports about calamities to the immediate
managers/superiors.
10. Order

According to this principle of the 14 principles of management, employees in an

organization must have the right resources at their disposal so that they can function
properly in an organization. In addition to social order (responsibility of the
managers) the work environment must be safe, clean and tidy.
11. Equity

The management principle of equity often occurs in the core values of an

organization. According to Henri Fayol, employees must be treated kindly and
equally.
Employees must be in the right place in the organization to do things right. Managers
should supervise and monitor this process and they should treat employees fairly
and impartially.

12. Stability of Tenure of Personnel

This management principle of the 14 principles of management represents

deployment and managing of personnel and this should be in balance with the
service that is provided from the organization.

Management strives to minimize employee turnover and to have the right staff in the
right place. Focus areas such as frequent change of position and sufficient
development must be managed well.

13. Initiative

Henri Fayol argued that with this management principle employees should be

allowed to express new ideas. This encourages interest and involvement and
creates added value for the company.
Employee initiatives are a source of strength for the organization according to Henri
Fayol. This encourages the employees to be involved and interested.
14. Esprit de Corps

The management principle ‘esprit de corps’ of the 14 principles of management

stands for striving for the involvement and unity of the employees. Managers are
responsible for the development of morale in the workplace; individually and in the
area of communication.

Esprit de corps contributes to the development of the culture and creates an

atmosphere of mutual trust and understanding.

In conclusion on the 14 Principles of Management

The 14 principles of management can be used to manage organizations and are

useful tools for forecasting, planning, process management, organization
management, multiple Project Management Methodologies, decision-making,
coordination and control.
Although they are obvious, many of these matters are still used based on common
sense in current management practices in organizations. It remains a practical list
with focus areas that are based on Henri Fayol ’s research which still applies today
due to a number of logical principles.

2nd Answer

Introduction: We as a human being when start reading something new, there are so
many questions arise in our mind. Each person tries to get the answer from
environment, surroundings or any research. Well, even the getting or perceiving
anything for each person becomes different as depends upon their values and
norms.

While studying about the Management today I got curious about one thing that how
can I treat the term Management. Should I get it as an art or as a science? Well,
there are many facts, theories, principal of the management which reflects it to be
science. Also, Management is more on practice, innovation and creativity which is
similar like any other art.

So, the interesting factor is that Management combines features of both science as
well as art. Therefore, management is a judicious blend of science as well as an art
because it proves the principles and the way these principles are applied is a matter
of art.

Science teaches to ‘know’ and art teaches to ‘do’. It is not sufficient for manager to
first know the principles but he must also apply them in solving various managerial
problems that is why, science and art are not mutually exclusive but they are
complementary to each other.

So let me share the some more facts about this which I have learned after studying
more about this

Management is an Art

To manage effectively, one must have not only the necessary abilities to lead but
also a set of critical skills acquired through time, experience, and practice. The art of
managing is a personal creative attribute of the manager, which is more often than
not, enriched by education, training, experience.

Elements of Art in Management

Practical Knowledge

Art requires practical knowledge, learning of theory is not sufficient. Art applies
theory to the field. Art teaches the practical application of theoretical principles. For
example. A person may have a degree that says he knows what a manager does but
it doesn’t know how to apply management knowledge in real-life situations he will not
be regarded as manager.
Personal Skill

A manager will not depend on his theoretical knowledge or solution alone. he or she
must have some qualities that make him or her unique.

Creativity

An Artist’s work is not limited to his practical knowledge. He thinks outside the box
and creates things extraordinary. Management is also creative in nature like any
other art. Management is all about finding a new way to be well different from others.

Perfection through practice

Every artist becomes better through item and practice. they learn from their
mistakes. Similarly, managers become more expert as he spends more time in
management thought.

Management as a science

Science is obtaining information about a particular object by a systematic pattern of

observation, study, practice, experiments, and investigation. The management
process also follows the same pattern. Gathering data and facts, analysing them and
making a decision based on analysis, are the basic functions of management.

It is not as “Science” as physical sciences such as chemistry or biology which deal

with non-human entities. The inclusion of the human element in managing makes
this discipline not only complex but also debatable as pure science. Human
behaviour is unpredictable; people think, act or react differently under identical
circumstances. And so, management can never become as pure science.

The Elements of Science in Managing

Concepts

The scientific approach requires a clear “concept” of mental images of anything

formed by generalization from particulars. Managing has concepts to deal with
situations.

Methods and principles

“Scientific method” involves the determination of facts through observation. This

leads to the development of “principles” which have value in predicting what will
happen in similar circumstances. Similarly, management requires observation and
sets standards or principles according to it.

Theories

Any branch of science has theories. Management studies over the years developed
many proved theories for making management more realistic or scientific.
The theories of motivation, leadership, and so on may be mentioned as examples.
Organized knowledge

Science is organized knowledge. If we compare, management at the present day is

a distinct field of organized knowledge. Concepts, methods, principles, theories, etc.
are now the core of management.

Practice

The theories of managing are the results of practice, and the role of such theories is
to provide a systematic grouping of interdependent concepts and principles that
furnish a framework to, or ties together significant pertinent management knowledge.

Management is a Science as well as Art

In order to be successful, managers have to know and do things effectively and

efficiently. This requires a unique combination of both science and art of managing in
them. It may, however, be said that the art of managing begins where the science of
managing stops. Since the science of managing is imperfect, the manager must turn
to the artistic managerial ability to perform a job satisfactorily. Thus, it may be said
that managing in practice is definitely an art but the body of knowledge, methods,
principles, etc. underlying the practice is science.

3rd Answer
3a.
Organizational Conflict or otherwise known as workplace conflict, is described as the
state of disagreement or misunderstanding, resulting from the actual or perceived
dissent of needs, beliefs, resources and relationship between the members of the
organization. At the workplace, whenever, two or more persons interact, conflict
occurs when opinions with respect to any task or decision are in contradiction.

Task Conflict

The first of the three types of conflict in the workplace, task conflict, often involves
concrete issues related to employees’ work assignments and can include disputes
about how to divide up resources, differences of opinion on procedures and
policies, managing expectations at work, and judgments and interpretation of facts.
Of the three types of conflict discussed here, task conflict may appear to be the
simplest to resolve. But task conflict often turns out to have deeper roots and more
complexity that it appears to have at first glance. For example, coworkers who are
arguing about which one of them should go to an out-of-town conference may have a
deeper conflict based on a sense of rivalry.
Task conflict often benefits from the intervention of an organization’s leaders.
Serving as de facto mediators, managers can focus on identifying the deeper
interests underlying parties’ positions. This can be done through active listening,
which involves asking questions, repeating back what you hear to confirm your
understanding, and asking even deeper questions aimed at probing for deeper
concerns. Try to engage the parties in a collaborative problem-solving process in
which they brainstorm possible solutions. When parties develop solutions together,
rather than having an outcome imposed on them, they are more likely to abide by the
agreement and get along better in the future.

Relationship Conflict

The second of our three types of conflict, relationship conflict, arises from differences
in personality, style, matters of taste, and even conflict styles. In organizations,
people who would not ordinarily meet in real life are often thrown together and must
try to get along. It’s no surprise, then, that relationship conflict can be common in
organizations.
Suppose you’ve felt a long-simmering tension with a colleague, whether over work
assignments, personality differences, or some other issue. Before turning to a
manager, you might invite the colleague out to lunch and try to get to know him or
her better. Discovering things, you have in common—whether a tie to the same city,
children the same age, or shared concerns about problems in your organization—
may help bring you together.
If you feel comfortable, bring up the source of the tension and focus on listening to
the other person’s point of view. Resist the urge to argue or defend your position.
When you demonstrate empathy and interest, he or she is likely to reciprocate. If the
conflict persists or worsens, enlist the help of a manager in resolving your
differences.

Value Conflict
The last of our three types of conflict, value conflict, can arise from fundamental
differences in identities and values, which can include differences in politics, religion,
ethics, norms, and other deeply held beliefs. Although discussion of politics and
religion is often taboo in organizations, disputes about values can arise in the context
of work decisions and policies, such as whether to implement an affirmative action
program or whether to take on a client with ties to a corrupt government.
Conclusion: (Write 1 or two sentences)

3b.
Different people use different methods to resolve conflict, and most people have one
or more natural, preferred conflict resolution strategies that they use regularly. It is
possible to scientifically measure an individual's inclinations toward specific conflict
resolution strategies. In this article, we will discuss the five different categories of
conflict resolution from the Thomas-Kilmann model, as well as their advantages and
disadvantages.

1. Avoiding

Someone who uses a strategy of "avoiding" mostly tries to ignore or sidestep the
conflict, hoping it will resolve itself or dissipate.

2. Accommodating

Using the strategy of "accommodating" to resolve conflict essentially involves taking

steps to satisfy the other party's concerns or demands at the expense of your own
needs or desires.

3. Compromising

The strategy of "compromising" involves finding an acceptable resolution that will

partly, but not entirely, satisfy the concerns of all parties involved.

4. Competing

Someone who uses the conflict resolution strategy of "competing" tries to satisfy
their own desires at the expense of the other parties involved.

5. Collaborating

Using "collaborating" involves finding a solution that entirely satisfies the concerns of
all involved parties.
The Thomas-Kilmann model identifies two dimensions people fall into when
choosing a conflict resolution strategy: assertiveness and cooperativeness.
Assertiveness involves taking action to satisfy your own needs, while
cooperativeness involves taking action to satisfy the other's needs. 

Each of the conflict resolution strategies above involves different degrees of

assertiveness and cooperativeness. For example, while accommodating includes a
high degree of cooperativeness and a low degree of assertiveness, competing
consists of a low degree of cooperativeness and a high degree of assertiveness.

2. Acknowledge the problem.

I remember an exchange between two board members. One member was frustrated
with the direction the organization was taking. He told the other, “Just don’t worry
about it. It isn’t that important.” Keep in mind what appears to be a small issue to you
can be a major issue with another. Acknowledging the frustration and concerns is an
important step in resolving the conflict.

3. Be patient and take your time.

The old adage, “Haste makes waste,” has more truth in it than we sometimes realize.
Take time to evaluate all information. A too-quick decision does more harm than
good when it turns out to be the wrong decision and further alienating the individual
involved.

4. Avoid using coercion and intimidation.

Emotional outbursts or coercing people may stop the problem temporarily, but do not
fool yourself into thinking it is a long-term solution. Odds are the problem will
resurface. At that point not only will you have the initial problem to deal with, but also
the angry feelings that have festered below the surface during the interim.

5. Focus on the problem, not the individual.

Most people have known at least one “problematic individual” during their work
experience. Avoid your own pre-conceived attitudes about individuals. Person X may
not be the most congenial individual or they may just have a personality conflict with
someone on your staff. This does not mean they do not have a legitimate problem or
issue. Focus on identifying and resolving the conflict. If, after careful and thorough
analysis, you determine the individual is the problem, then focus on the individual at
that point.

Conclusion: (Write 1 or two sentences)