What is management?

Management is the administration and

coordination of tasks to achieve a goal.
Such administration activities include
setting the organization’s strategy and
coordinating the efforts of staff to
accomplish these objectives through the
application of available resources.
Management can also refer to the
seniority structure of staff members
within an organization
Three layers of management
 Making
Senior management decisions

Middle management Supervising

Executing
Low-level management decisions
•Senior management
Senior management, including
the chief executive officer,
president, vice president and
board members, is at the top
layer of this management
hierarchy. Senior management
needs to set the overall goals
and direction of an organization.
•Middle management
Middle management includes
those working in the roles of a
department manager, regional
manager and branch
manager. Middle management is
responsible for communicating the
strategic goals developed by senior
management down the line to front-
line managers.
•Low-level management
Low-level managers include roles like
front-line team leaders,
foremen, section leads and
supervisors. This level of
management, the lowest in the three
layers, is responsible for overseeing
the everyday work of individual
employees or staff members and
providing them with direction on their
work.
A- MANAGEMENT FUNCTIONS
According to the late French
engineer Henri Fayol (1841-1925),
management is essentially about
the following four things/ given
points:
•Planning
•Organizing
•Controlling
•Leading.
Planning: Planning is the systematic process
of establishing a need and then working out
the best way to meet the need, within a
strategic framework that enables you to
identify priorities and determines your
operational principles. Planning means
thinking about the future so that you can do
something about it now. This doesn’t mean
that everything will go according to plan. It
probably won’t. But if you have planned
properly, your ability to adjust, without
compromising your overall purpose, will be
that much greater.
Organizing: Concerns how you
use all the resources at your
disposal: people, materials,
information and organizational
systems.
Putting the plan into action. In this
phase resources are needed. In
order to organize well, it’s very important
to choose the right person for the right job
to do the job right (Staffing)
Controlling: Is about
managing performance. It
begins with imparting a
clear understanding of
goals, roles, and
responsibilities.
Leading: Requires that you
be able to clearly articulate
what you expect from
those you manage.
Motivating them towards
delivering their best is at
the heart of leading.
B- MANAGEMENT SKILLS
The following numbers of general
management skills have to be
deployed if people are to be managed
effectively:
•Exercising authority ;
•Prioritizing ;
•Exercising control
•Problem solving ;
 BEING AUTHORITATIVE
•Be able to define what you
expect people to do clearly,
concisely and persuasively.
•Be a good communicator
•Lead by example
 PRIORITIZATION
Regular duties such as submitting a
report, calling on customers,
The urgency of the tasks- deadlines,
what will happen if they are not
completed on time;
How long each task will take to
complete
STEPS TO ACHIEVE GOOD CONTROL
1- Plan what you aim to achieve
2- Decide what you want to control
3- Measure regularly what has
been achieved
4- Take or initiate action to exploit
opportunities revealed by this
information or to correct
deviations from the plans
EFFECTIVE PROBLEM SOLVING
1. Establish what has gone wrong or is
about to go wrong- a problem defined
is a problem half solved. And this is
the difficult half. The rest should
follow quite naturally if an analytical
approach is adopted.
2 .Try to understand the attitudes and
motivation of those concerned.
C- Management Principles

by Henri Fayol
1. Division of Work
Dividing the full work of the organization
among individuals and creating
departments is called the division of
work.
Division of work leads to specialization,
and specialization helps to increases
efficiency and efficiency which results in
improvements in the productivity and
profitability of the organization.
2. Balancing Authority and Responsibility
Authority must be equal to
Responsibility.
According to Henri Fayol, there should
be a balance between Authority
(Power) and Responsibility (Duties).
The right to give orders should not be
considered without reference to
responsibility.
3. Discipline
Discipline means respect for the rules
and regulations of the organization.
Discipline may be Self-discipline, or it
may be Enforced discipline.
.The works must respect the rules that
run the organization. To establish
discipline, good supervision and
impartial judgment are needed.
4. Unity of Command
According to this principle, a
subordinate (employee) must have
and receive orders from only one
superior (boss or manager).
To put it another way, a subordinate
must report to only one superior. It
helps in preventing dual
subordination.
5. Unity of Direction
All activities which have the same
objective must be directed by one
manager, and he must use one plan.
For example, all marketing activities such
as advertising, sales promotion, pricing
policy, etc., must be directed by only one
manager.
He must use only one plan for all the
marketing activities.
6. Subordination of Individual
Interests to the General Interest
The interest of one individual or one group
should not prevail over the general good. The
individual interest should be given less
importance, while the general interest should
be given the most importance.
If not, the organization will collapse. The
interest of the organizational goal should not
be sabotaged by the interest of an individual
or a group.
7. Remuneration
Remuneration is the price for services
received. Pay should be fair to both the
employee and the firm.
If an organization wants efficient employees
and best performance, then it should have a
good remuneration policy.
This policy should give maximum
satisfaction to both employers and
employees. It should include both
financial and non-financial incentives
8. Centralization
It is always present to a greater
or lesser extent, depending on
the size of the company and
the quality of its managers. In
centralization, the authority is
concentrated only in a few
hands.
9. Scalar Chain
The chain of command, sometimes called
the scalar chain, is the formal line of
authority, communication, and
responsibility within an organization.
The chain of command is usually depicted
on an organizational chart, which
identifies the superior and subordinate
relationships in the organizational
structure.
10. Order
There should be an Order for
material/things and people in the
organization.
Order for things is called Material Order
and order for people is called ‘Social
Order’. Material Order refers to “a place
for everything and everything in its place.”
Social Order refers to the selection of the
“right man in the right place”.
11. Equity
The equity principle suggests that
the managers must be kind as well
as equally fair to the subordinates.
Equity is a combination of
kindness and justice.
It creates loyalty and devotion in
the employees toward the
organization.
12. Stability of Tenure of Personnel

Although it could take a lot of time,

Employees need to be given fair enough
time to settle into their jobs. An employee
needs time to learn his job and to become
efficient.
The employees should have job security
because instability leads to inefficiency.
Successful firms usually had a stable
group of employees.
13. Initiative
Management should encourage the
employees to make their own plans
and to execute these plans. This is
because an initiative gives satisfaction
to the employees and brings success
to the organization.
It allows the subordinates to think out
a plan and do what it takes to make it
happen.
14. Esprit De Corps TEAM
SPIRIT
Esprit de Corps means “Team Spirit”.
Therefore, the management should create
unity, co-operation, and team-spirit
among the employees.
They should avoid dividing and rule policy.
Harmony, cohesion among personnel. It’s
a great source of strength in the
organization. It is a quality in every
 II- Manager
A manager is a person
whose main job is
overseeing one or more
employees to ensure
these employees carry out
assigned duties as required
A- Five basic operations of a
manager
In general, there are five basic
functions of a manager:
1.Setting objectives
2.Organizing
3.Motivating the team
4.Devising systems of measurement
Developing people
1. Setting objectives

Setting and achieving

objectives is the primary way a
manager accomplishes and
maintains success. They must
also be able to convey them to
their staff or employees in a
compelling manner.
2. Organizing
Managers evaluate the type of work,
divide it into achievable tasks and
effectively delegate it to staff.
Organization consists of a series of
relationships among individual staff as
well as departments or entities inside the
organization. It is the manager’s
responsibility to ensure that these
individuals and entities work together in
harmony, which includes motivating staff
members and departments to stay on task
3. Motivating the team
In addition to the tasks of
organization and delegation,
motivation includes having the skills
to handle different types of
personalities in a team. An effective
manager must know how to form and
lead successful teams and know how
to galvanize team members around a
cause.
4. Devising systems of measurement

Managers need to set targets or key

performance indicators that the team aims for
and then generate ways to measure whether
their team is on track to meet those
goals. Because it can be challenging to come
up with measurable ways of understanding
performance, managers must often be creative
and thoughtful. However, like the other
functions of management, measurement is
critical to improving business performance
5. Developing people
In addition to leading their team toward a goal and
measuring their progress along the way, good
managers invest in their staff’s development.
Managers must have leadership skills to use these
five operations successfully. They are responsible
for coaching their team members by helping them
recognize their strengths and weaknesses and
improve their performance
B- Tips for being a good manager
There are several ways to advance
your management skills, including:
•Communicate. It is important
to communicate with your team so
you can understand their needs,
evaluate their progress and help
them achieve their goals.
Be positive. You should
be the one to set an example
for your team to follow. Be
positive during your
interactions with your team
so they feel more
comfortable communicating
with you
•Train when needed
Assess the skills of your
team and see if you could
improve any areas with
training. Training also helps
your team learn new skills
and fosters growth.
•Collaborate.
As a manager, you should feel
comfortable delegating tasks, but you
also work with your team to
accomplish common objectives.
Collaborating with your team will
also allow you to see if there’s
anything you can do to help
individual teammates or the team as
a whole.
•Practice. Perhaps the best
way to acquire new skills is to
practice them in a real-life
management setting. Gaining on-
the-job experience in these skills
will help you on the promotion
ladder. Do your best for your
team, serve as a leader and treat
your team fairly.
 C- THE COMPETENT MANAGER
As a manager and a leader you
will be judged not only on the
results you have achieved but
the level of competence you
have attained and applied in
getting those results..
Competence is about
knowledge and skills- what
people need to know and be
able to do to carry out their
work well.You will be judge on
how you do your work- how
you behave in using your
knowledge and skills
These are often described
as ‘behavioral
competencies’ and can be
defined as those aspects of
behavior which lead to
effective performance.
Competent management is the ability
to manage employees and encourage
them to use their skills and abilities
in a way that promotes the
company's overall goals. A qualified
manager will make sound decisions
from recruitment to development to
retention of employees.
The main difference between
leaders and managers is
that leaders have people follow
them while managers have people
who work for them. A successful
business owner needs to be both a
strong leader and manager to get
their team on board to follow them
towards their vision of success.
 TOPIC 2:

LEADERSHIP
 What do you understand by
leader?
A leader is by definition
responsible to lead a group
of people towards a common
goal and result. When people
work together in a team the
leader must be aware of
what is required to make the
team productive.
"A team is a group in
which individuals share
a common aim and in
which the job and skills
of each member fit in
with those of the
others."
John Adair
As a team leader one
has to consider not only
the conditions of each
individual member, but
also the relationships
between the team
members and the group
dynamic
What makes a team effective?

A team is effective when:

• it has clear common goals;
• clear division of roles and
responsibilities;
• clear plan;
• it has good relationships among
members;
and
• it has a good leader
Leaders are found and required in most
aspects of society, from business to
politics to religion to community-based
organizations.
An effective leader possesses the
following characteristics: self-
confidence, strong communication and
management skills, creative
and innovative thinking, perseverance
in the face of failure, willingness to
take risks, openness to change, and
levelheadedness and reactiveness in
times of crisis.
 LEADERSHIP
Leadership is the ability of an
individual or a group of individuals
to influence and guide followers or
other members of an organization.
Leadership involves making sound -
- and sometimes difficult --
decisions, creating and articulating
a clear vision, establishing
achievable goals and providing
followers with the knowledge and
tools necessary to achieve those goals.
 Leadership styles
Similarly, leadership experts
believe there are different
types of leadership styles and
that some leaders have a
dominant single style, while
other leaders use different
styles in different situations or
with different followers.
Commonly identified
leadership styles include:
 Leadership Styles
•Autocratic (Authoritarian)

•Bureaucratic

•Democratic (Participative)

•Laissez-Faire (Delegative)

•The Charismatic Leader

The Servant Leader

 The Autocratic or Authoritarian
Leader
•Given the power to
make decisions alone,
having total authority.
•Closely supervises and
controls people when
they perform certain
tasks.
When to use Autocratic
•New, untrained employees
•High-volume production
needs
•Limited time for decision
making
•Manager’s power is
challenged by an employee
The Democratic or Participative Leader
•Includes one or more people
in the decision making process
of determining what to do and
how to do it.
•Maintains the final decision
making authority.
.
When to use Democratic
•To keep employees informed
•To encourage employees to share in
decision-making and problem-solving
•To provide opportunities for
employees to develop a high sense of
personal growth and job satisfaction
•To encourage team building and
participation
The Laissez-faire or Delegative Leader
•Allows people to make their own
decisions.
•Leader is still responsible for the
decisions that are made.
•This style allows greater freedom and
responsibility for people.
•However, you need competent people
around you or nothing will get done.
•Followers must determine goals, make
decisions, and resolve problems on their own.
When to use Laissez-Faire
•Employees are highly skilled,
experienced, and educated
•Employees take pride in their
work and the drive to do it
successfully on their own
•Outside experts, such as staff
specialists or consultants are being
used
The Charismatic Leader
•Leads by creating energy and eagerness in people.
•Leader is well liked and inspires people

•.
The Servant Leader
•Helps people achieve their goals.
•Works for the people.
TOPIC 3:

Conflict Management
Conflict can arise from opposing
ideas; A conflict is a struggle or an
opposition. If you want to turn your
empty lot into a community garden
but your wife envisions a shooting
range, you have a conflict. If you
schedule a dentist
appointment that conflicts
with a meeting, you’ll have
to cancel one of them.
We can define conflict in the
following ways :
•A serious disagreement or
argument, typically a protracted
one.
•Incompatibility between two or
more opinions, principles, or
interests.
A strong disagreement between
people, groups, etc., that results in
an often angry argument
Causes of Conflict
There are numerous sources of conflict
within formal organisations. To manage
it effectively, managers should
understand these sources of conflict.
Those discussed below have been
analyzed extensively by researchers.
They can be classified into two broad
categories:
1. Structural factors
2. Personal factors
1. Structural Factors:
Structural factors stem from the
nature of an organisation and the
way in which work is organised.
The causes of conflict related to
the organisation's structure include
specialization, interdependence,
common resources, goal
differences, authority relationships,
status inconsistencies and
jurisdictional ambiguities.
2. Personal Factors:
Personal factors arise from
differences among
individuals. These
differences include skills
and abilities, personalities,
perceptions, emotions,
values and ethics and
communication barriers
 Types of Conflict

Before going any further, let

us first give a brief
description of what conflict
is. There are actually a lot of
ways to define conflict due to
how it is used in many areas.
Conflict is an inevitable
part of life. Each of us
possesses our own
opinions, ideas, and sets of
beliefs. We have our own
ways of looking at things
and we act according to
what we think is proper
Hence, we often find ourselves
in the conflict in different
scenarios; may it involve other
individuals, groups of people, or
a struggle within ourselves.
Consequently, conflict
influences our actions and
decisions in one way or
another. Conflict is classified
into the following types:
1- Functional Conflict
Functional conflict is healthy,
constructive disagreement between
groups or individuals. The conflict
which supports the goals of a group
and also improves its performance
is known as a functional or a
positive conflict.
The functional conflict is helpful in
the achievement of the goals of a
group. Positive results of functional
conflict include:
•Improvement of working
conditions due to
accomplishing solutions
together.
•Solving issues together
to improve overall morale.
.Making innovations and
improvements within an
organization
2.Dysfunctional Conflict
Dysfunctional conflict is an
unhealthy disagreement that
occurs between groups or
individuals.
The conflict which obstructs the
achievement of the goals of a
group is called a dysfunctional
or destructive conflict. Negative
results of dysfunctional conflict
include:
•Individuals use
threats, verbal abuse,
and deception, which
destroy relationships
•This type of conflict
can lead to retaliation
and further acts of
negativity
3.Intra-organizational conflict
It is an umbrella
term for any type
of conflict that
takes place within
one organization.
4.Inter-organizational conflict
It occurs between
different
organizations, such
as between two
competing firms in
an industry
5.Vertical conflict
It occurs between
hierarchical levels,
say between
management and
employees.
6.Horizontal conflict
Horizontal conflict takes
place between different
individuals, groups or
departments at the same
hierarchical level say
between two competing
departments that have
similar power and authority
in different areas
7.Resource scarcity conflicts
It is a common type of
conflict in organizations,
takes place where resources
are scarce, such as during
financial constraints or even
if office space is limited,
creating conflicts between
individuals, teams, and
departments.
8.Intra-group conflict
It is a type of conflict that
happens among individuals
within a team. The
incompatibilities and
misunderstandings among these
individuals lead to an intra-
group conflict.It arises from
interpersonal disagreements or
differences in views and ideas
From the above
discussion, we can
say that the types of
conflicts are different
and their impacts are
also different
Tips for
Resolving
Conflict
Situations
To manage conflict
effectively you must be a
skilled communicator.
That includes creating an
open communication
environment in your unit
by encouraging employees
to talk about work issues.
Listening to employee
concerns will foster an
open environment.
Make sure you really
understand what employees
are saying by asking
questions and focusing on
their perception of the
problem
Whether you have two
employees who are
fighting for the desk next
to the window or one
employee who wants the
heat on and another who
doesn’t, your immediate
response to conflict
situations is essential.
Here are some tips
you can use when
faced with
employees who can’t
resolve their own
conflicts.
Define the problem
What is the stated
problem?
What is the negative
impact on work or
relationships?
Are differing
personality styles
part of the problem?
Meet with employees
separately at first and
question them about
the situation
Determine underlying
need
The goal of conflict
resolution is not to
decide which person is
right or wrong; the goal
is to reach a solution
that everyone can live with.
Looking first for needs, rather
than solutions, is a powerful
tool for generating win/win
options.
To discover needs, you must try
to find out why people want the
solutions they initially
proposed. Once you understand
the advantages their solutions
have for them, you have
discovered their needs.
Find common areas of agreement,
no matter how small
•Agree on the problem.
•Agree on the procedure
to follow.
•Agree on worst fears.
.Agree on some small
changes to give an
experience of success
Find solutions to satisfy needs
•Problem-solve by
generating multiple
alternatives
•Determine which actions
will be taken
.Be sure you get real
agreement from everyone
Determine what you’ll do
if the conflict goes
unresolved
If the conflict is causing a
disruption in the
department and it remains
unresolved, you may need
to explore other campus
resources.
In some cases, the conflict
becomes a performance
issue and may become, a
topic for performance
appraisals or disciplinary
action. Mediation is an
option to help resolve and
manage conflicts as early as
possible
Negotiation
Negotiation is the process
through which the parties to a
conflict define what they are
willing to give and accept in an
exchange. If the conflict is
complex, the negotiation
process may incorporate
different strategies for different
issues. We can identify four
basic steps in the negotiation
process. They are:
1. Preparation:
Preparation for negotiations should
begin long before the formal
negotiation begins. Each party
gathers information about the other
side—its history, likely behaviour,
previous interactions and previous
agreements reached by the parties.
Each party polls its members to
determine their wishes, expectations,
and preferences regarding a new
agreement
2. Evaluation of Alternatives:
The two sides attempt to identify the
bargaining range (i.e., the range in
which both parties would find an
agreement acceptable). The bargainers
determine the alternatives acceptable
to them and also identify their best
alternative if a negotiated settlement is
not reached. Identifying a set of
alternatives, including the best one,
helps individuals determine whether to
continue the negotiation or seek
another course of action.
3.Identifying Interests:
Negotiators act to satisfy their own
interests, which may include
relationship, personal or organisational
ones. The person or group must
avaluate the other party's interests and
then decide how to respond to those
interests in their offers. Effective
negotiations call for satisfying interests
by identifying and exploring a range of
possible positions on specific issues.
4. Making Trade-offs and Creating Joint Gains:
Bargainers use trade-offs to satisfy
their own and others' interests. Either
position would meet the interests of
maintaining a certain standard of
living. One way to assess trade-offs is
(a) Begin by identifying the best and
worst possible outcomes(result).
(b) Next, specify what impact trade-
offs will have on these outcomes.
(c) Finally, consider whether the
changed outcomes will better meet
the parties' interest.
Negotiating Approaches

There are two major

negotiating approaches:
1. Distributive Bargaining:
Distributive bargaining is an
approach in which the goals of
one party are in direct conflict
with the goals of the other
party. Each party wants to
maximize its share of the
limited resources. Distributive
bargaining is a competitive or
win-lose approach to
negotiations.
2. Integrative Negotiation: Under this
approach to negotiation, the parties' goals
are not seen as mutually exclusive; the
focus is on making it possible for both sides
to achieve their objectives. Integrative
negotiation focuses on the merits of the
issues and is a win-win approach. Third-
party Negotiations When individuals and
groups reach a stalemate and are unable to
resolve their differences through direct
negotiations, especially when a conflict is
emotionally charged, they may turn to a
third party to help them find a solution. The
third party may be a manager, a well-
respected colleague or someone whose
formal role is to resolve conflicts.
2-1. Mediator: A mediator is neutral
third party who facilitates a negotiated
solution by using reasoning and
persuasion, suggesting alternatives,
etc. A mediator's role involves exerting
high control over the process but not
the outcome. A mediator interviews
the parties separately, and then tries
to help them reach a solution by
bringing those together or ferrying
messages back and forth during
labour-management negotiations.
2-2. Arbitrator: An arbitrator is a
third party with the authority to
dictate an agreement. An
arbitrator's role involves exerting
low control over the process and
high control over the outcome.
The arbitrator allows each party
to present facts or arguments and
then decides on the outcome and
may even enforce it. Arbitration
can be voluntary or compulsory.
2- 3. Consultant: A consultant is
a skilled and impartial third
party who attempts to facilitate
problem solving through
communication and analysis,
aided by his or her knowledge of
conflict management. This
approach has a longer term
focus to build new and positive
perception and attitude between
the conflicting parties
Compromise: A concept of finding
agreement through communication,
through a mutual acceptance of terms.
Conflict: Actual or perceived
opposition of needs, values and
interests.
Negotiation: Negotiation is a dialogue
intended to resolve disputes, to
produce an agreement upon courses
of action, to bargain for individual or
collective advantage, or to craft
outcomes to satisfy various interests.
 Tutorial Questions
1- Quote the basic steps in the negotiation
process
2- Discuss the Management concepts
3- Indentify and discuss two Management
Principles
4- Discuss the basic operations of a Manager
5-State the tips for being a good manager
6- State the objectives of Organizational
Behavior
7- Define Conflict and set a typical example
8- Quote at least 3 types of conflict
9- Discuss one tip for resolving conflict
situations
10- Discuss the negotiation approaches