MOHAMMED KAMINYE

INDEX NUMBER: 9471523

STUDENT ID: 21014656
CENTER: TAMALE
Question 1
Henry Fayol, also known as the father of modern management theory, he gave a new perception
on the concept of management he proposed fourteen management theories which includes the
following;
1. Division of work: Henry believe that segregating work in the work force among the
workers 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 to both the managerial as well as the technical
work level.
2. Authority and responsibility: These are the two key aspect 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. Employees’ good behavior also helps
smoothly build and sustain the organization.
4. Unity of command: This means an employee should have only one boss and follow his
commands. If an employee has to follow more than one boss, there begins a conflict of
interest and can create a confusion.
5. Unity of direction: This means that all the people working in a company or organization
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 the company should work unitedly
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: It place a vital role in motivating the employees of an organization. It
could be monetary or non-monetary remuneration. Ideally, it should be according to an
individual’s efforts they have put forth.
8. Centralization: In any company, the management or any authority responsible for the
decision-making process should be central. It however, depends on the size of the
organization. Henry Fayol stressed on the point that they could be a balance between the
hierarchy and division of power.
9. Scalar chain: Fayol, on this principle, highlights 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 any, if needed.
10. Order: A company should maintain a well –defined work order to have a favorable work
culture. This positive atmosphere in the work place will boost more positive productivity.
 In conclusion, the fourteen principles of management are the pillars of every
organization. They are integral forb prediction, planning decision-making process
management, control and coordination.

Question 2
The practical examples of the management principles as advanced by Henry Fayol
includes the following;
1. Remunerate yourself-always remember to reward yourself for the great efforts that
you put towards achieving the goals you set. Be your own motivator. Set specific
attenable goals don’t set unrealistic goals.
2. Be Discipline: Just be obedient with all that’s needed for you to achieved your goal.
3. Esprit de Corps: Learn to always collaborate with other people, some of the well
successful people achieved what they have achieved through team work.
4. Subordinate: subordinate all your interest towards achieving your set goals.
5. Sense of Direction: Be your own motivator and believe in working under minimal or
no supervision.

Question 3
Social Exchange Theory Perspective: In the context of the missed deadline, the Social
Exchange Theory can be applied to understand the dynamics of reciprocity and the
exchange of resources within the team. Each team member invests time, effort, and
resources into the project with the expectation of receiving benefits or rewards in return,
such as recognition, advancement opportunities, or a sense of accomplishment.
When a team member misses a deadline, it disrupts the balance of this exchange. Other
team members may feel resentful or frustrated because they perceive that their
contributions are not being reciprocated equally. This can lead to strained relationships
within the team and a decrease in overall team cohesion and productivity.
In terms of resolving the situation, team members may engage in negotiation or
discussion to restore the balance of reciprocity. This could involve the team member who
missed the deadline offering to take on additional tasks or responsibilities to make up for
the delay, thus restoring the equilibrium of the social exchange within the team.

Attribution Theory Perspective: From the perspective of Attribution Theory, team

members may engage in the process of making attributions to explain the cause of the
missed deadline. Attribution Theory suggests that individuals seek to understand the
causes of behavior by attributing it to either internal factors (personal characteristics or
abilities) or external factors (environmental circumstances or situational factors).
When a team member misses a deadline, other team members may attribute the behavior
to internal factors, such as laziness, incompetence, or lack of commitment. This can lead
to negative perceptions of the individual and impact their reputation within the team.
Alternatively, team members may attribute the missed deadline to external factors, such
as unexpected obstacles, technical difficulties, or insufficient resources. In this case, the
focus shifts away from blaming the individual and towards addressing the external factors
that contributed to the delay.
Understanding the attribution processes at play can help team members navigate conflicts
and misunderstandings that arise from missed deadlines. By acknowledging both internal
and external factors, team members can work together to address underlying issues and
prevent similar challenges in the future.