Course: Management Theory and Practice

Answer 1:
Management:
Management is the coordination and administration 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 plays an important role
in the organization. In organisations due to management the organization structure becomes more
collaborative rather than the larger hierarchies. To tackle new challenges organizations are adopting
new methods and philosophies of management.

Management can be classified based on the concept of idea that emerges in the mind of person. Based
on concept management can be classified into three:

1. Management as a Discipline
2. Management as a Group of people
3. Management as a process

 Management as a Discipline: Discipline refers to a field of study having well-defined

concepts and principles. When we refer to management as a discipline, we include in it the
various relevant concepts and principles, the knowledge of which aids in managing.
 Management as a Group of people: Management as a group of people in which we include
all those personnel who perform managerial functions in organizations. We refer to two distinct
classes or groups of personnel in the organization.
 Management as a process: A process can simply be defined as a systematic method of
handling activates. However, the management process can be treated as a complex one which
can be referred to as an identifiable flow of information through interrelated stages of analysis
directed towards the achievement of an objective or set of objectives.

To define the concept of management many scholars contributed to the development. Henri Fayol is
one of them. Henri Fayol is also known as ‘Father of Modern Management Theory’. Since, Henri
Fayol was a French mining engineer & industrialist. Main focus of Henri Fayol is to improve the
efficiency of operations management in an Organization. He thought by increasing efficiency will
ultimately provide benefit to the organisation. Managers are following the principles created by Henri
Fayol to organize and regulate the internal activities. Henri Fayol introduced Fourteen Principles of
management. The principles created by Henri Fayol focuses on the accomplishing managerial
efficiency.

Principles of Management by Henri Fayol:

This principles serves as guidelines for decision making and management actions. Principles are as
follows:
14 Principles Division of Work
of Authority & Responsibilty
Management Discipline
Unity of Command
Unity of Direction
Interest
Remuneration
Centralization
Scalar Chain
Order
Equity
Stability of Tenure
Initiative
Esprit De Corp

1. Division of Work: As the name suggests dividing the work among the work force, it will
increase the productivity, efficiency, accuracy and speed of work. By segregating the work it
will increase the quality of work as well.
2. Authority and Responsibility: Authority and Responsibility are two key aspects link to each
other. Authority decides that the work will be done efficiently whereas Responsibility decides
that the work must be done under their guidance.
3. Discipline: Discipline is the important aspect in any project. Good Discipline will offer the
employees to progress smoothly in their career. Discipline also ensures the good performance
and sensible interaction.
4. Unity of Command: This ensures that employee will work under only one Boss, by working
under more than one boss will create conflicts and confusion.
5. Unity of Direction: Working towards a common goal. Employees engaging in same activity
should have a common goal, by working towards common goal will make work more easy.
6. Interest: This ensures that the employees works towards the same interest rather than the
personal interest.
7. Remuneration: It basically motivates the person. It can be monetary or non-monetary.
8. Order: Organization must maintain the well-defined work order. Well-defined work order will
create the positive environment which boosts the productivity.
9. Centralization: The management or any authority responsible for the decision-making process
should be neutral. This depends on the size of an organization. There should be a balance
between the hierarchy and division of power.
10. Scalar Chain: This ensures the hierarchy from high level to low level. It helps the employees
in knowing their immediate seniors and contacting them if needed.
11. Equity: All the employees must be treated equally and respectfully without any discrimination
by the manager.
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: Management should support the employees to take initiative in the organization. It
will increase their interest.
 14. Esprit de Corps: This ensures that the managers will take the responsibility to motivate their
employees which develops the mutual interest and understanding. This affects the employees
work environment and the positive outcome.

As per the above mentioned principles of management

 It will help employees by making the positive work culture in the organizations.
 Employees feels motivate which will ultimately increase their productivity and quality of the
work.
 Employees will be able interact with their seniors, if needed.
 It helps in understanding the expectation of organization from them.

Answer 2:

Nature of Management:
Management is the coordination and administration of tasks to achieve a goal. It’s very difficult to
explain the nature of management in some words. So, to explain the nature of management some words
are defined as follows:

Goal
Oriented

Dynamic
Universal
Function

Nature of
Management

Continuous
Intangible
Process

Group
Activity

 Management is goal oriented: Main task of management is to achieve the goal of the
organization. Goal is important for the organisation, goal is the reason of existence.
For ex: Reliance Jio came up with the goal to capture the tele-communication industry, it’s
important to have the clear goal defined. With the clear goal organisation can progress faster
towards their growth.
 Management is Universal: Universality is common and crucial for any organisation.
Management is required in personal and professional aspects. In professional life, employees
 need to achieve the pre-defined goals and objectives, whereas in personal life once need to
manage various tasks including day to day activities.
 Management is Continuous process: Management is the key aspect in order to achieve the
goals continuously for the betterment of organisation. Management also identifies the growth
opportunities in order to survive in the market.
 Management is a group activity: In any organisation, individuals joins to accomplish his/ her
personal goals but works towards the common goal for an organisation.
 Management is intangible: Since Management can’t be touch or seen but can be felt.
Management can be seen only in the form of results like satisfaction of customer needs,
increase is productivity and profits.
 Management is Dynamic Function: In order to survive organisation have to do regular
changes based on the market. Also to ensure the regular growth, managers also needs to make
changes in the policies based on stakeholders needs.

Management as a Science: It can be defined as well organised and systematic body of knowledge. It
comprises of management principles which can be easily verified and can easily establish cause and
relations.

1. Systematic body of knowledge: science organised and systematic study material is available
which is used to acquire the knowledge of science. Like science in management also there is
availability of systematic and organised study material. So first feature of science is present in
management.
2. Principles based on repeated experiments: In science, scientists will do experiments to verify
the scientific principles. Similarly, Managers perform some test in different projects to verify
the Managerial principles.
3. Replication: In Science it’s possible to replicate the result when two or more scientists
performing experiments same experiment with the same data. In case of management, when
the two managers going to perform test on different individuals using same data it’s not
possible that the person will behave in the same manner.

In management, if the same work is provided to any person again and again then the person will gain
expertise in that work not only in professional life but also in personal life. It can be observed that
Management is not exactly like natural science more of management is behavioural science.

Management as an Art: Art can be defined as systematic body of knowledge which requires skill,
creativity and practice to get perfection.

1. Personalised application: As in art it’s not possible to perform any operation without any skill
and creativity. In same manner, in management manager must learn theories and principles.
While applying the knowledge one must apply the personal skills and creativity as well
depending on the situation.
2. Based on Practice and Creativity: In arts artist requires regular practice of art to become
more fine and perfect. Without practice artists lose their perfection. Art requires creative
practice, i.e., artist must add his creativity to the theoretical knowledge he has learned. Same
way with experience managers also improves their managerial skills and efficiency. So this
feature of art is also present in management.
 Management as a science Management as an art

It implies systematic methods of enquiry It involves an organised body of theoretical knowledge

Consists principles based on repeated Based on persons personality and ability

experiments

Appears more as behavioural science Involves practices that changes with change in business
environment.

Follows principles and theories Based on creativity, skill and practice

Based on the above data it’s hard to say that Management is a science or art. Because science and art
both support each other in different ways. Like discipline of science is complete only when practical
knowledge is applied. Similarly, discipline of art requires the basic knowledge of science.

Answer 3(a):

Organisational Conflicts:
In any organisation, conflicts can raise due to many factors

1. Due to different thoughts

2. Because of incompatibility
3. Miscommunication

Based on the factors conflicts are classified into four:

 Intra-personal conflicts: Conflict can be intra-personal, where an individual’s objective and

vision differ from his/her company’s overall vision. This refers to a conflict within an
individual. Intra-Personal conflict arises from frustration, numerous roles that demand equal
attention but is riot always possible to devote, and goals having both negative and positive
aspects.
1. Goal Conflict
2. Role Conflict

 Inter-Personal Conflicts: It is between two colleagues – arising from a host of reasons ranging
from differences in personality, work-style, and personal background. The conflict at the inter-
personal level involves two or more individuals and is the most common and most recognized
type of conflict. In a way, all conflicts are interpersonal conflicts because most of them involve
a conflict between a person in one organization or a group and another person in some other
organization or a group.

1. Personal Differences
2. Lack of Information
3. Role in Compatibility
4. Environmental Stress
 For example, two managers could be competing for limited capital or manpower resources.
The other type of conflict is disagreement over the goals and objectives of the organization.

Organisationl
conflicts

Interpersonal Intra-Personal Intergroup Intra-group

conflicts conflicts conflicts conflicts

 Intra-group Conflict: When an individual is pitted against a group and is either unwilling or
unable to conform to group dynamics, he or she invariably leaves the team due to intra-group
conflict.

 Inter-group conflict: When the conflict is inter-group, two teams are involved in a deadlock,
endangering the successful completion of a project due to differences in group dynamics.
Organizational conflict is the discord that arises when the goals, interests or values of different
individuals or groups are incompatible and those individuals or groups block or thwart one
another’s attempts to achieve their objective.
1. Competition for Resources
2. Task Interdependence
3. Jurisdictional Ambiguity
4. Status Struggles

Causes of Organizational Conflicts:

 Unclear expectations and Responsibility: In any organisation, whenever managers is not able
to explain his/ her expectation. Due to which employees not be able to understand the tasks
clearly.
 Lack of accountability: Whenever something went wrong and no one is going to take
responsibility for that action.
 Lack of common performance standards: Due to difference between reward systems and
performances criteria.
 Misunderstanding: Due to some misunderstandings also causes organisational conflict.
 Communication Breakdown: Due to lack of communication between different departm1ents
or groups.

Answer 3(b):

Resolution of Conflicts:
Conflicts in organisation whether between individuals or groups or departments can create both
positive and negative impacts. If the conflicts neglected for long time, it directly impacts the
organisations performance which creates hurdles for an organisation growth, also impacts its
reputation in the market. To overcome conflicts some resolution techniques are used by the
organisation:

Competing Collaborating

Compromising

Avoiding Accommodating

 Avoiding: As the name suggests to avoid something, in any organisation conflicts between
groups or individuals is most common. To overcome the conflict avoiding is used in an
organisation in which simply avoid or change the topic to minimise the chance of any
conflict. People used this technique whenever they don’t want to indulge in any sort of
argument or rivalries. Not getting stressed due to the conflict. This method is the most
ineffective technique to resolve any conflict.
 Accommodating: This technique is used by the employees in an organisation who wants
to form social relationships with other members or employees. This technique is
cooperative but unassertive in nature. It’s less helpful when one party accommodates
another merely to preserve harmony or to avoid disruption. It can result in unresolved issue.
 Competing: As the name suggests to compete for your glory. This technique is used for
the quick resolution of any conflict. By using this technique one wins and everyone else
loses. Individuals with this technique take a stand what they know and want. It is highly
assertive but less cooperative in nature.
 Collaborating: Most efficient way to resolve any conflict. This technique is highly
assertive and cooperative in nature. By using this technique situations create are acceptable
to both the parties basically win- win situation for both the parties. In this technique both
parties wants to work together to achieve a common goal. It’s most suited for any
organisation.
 Compromising: This technique is used by the organisation in such when both parties are
equally strong. In this people believes in give and take approach. Basically satisfying both
the parties partially (parties will reach out to agreeable terms).