Table of Contents

Introduction.................................................................................................................................................2
Key principles of management and their application..................................................................................2
Planning...................................................................................................................................................2
Organizing................................................................................................................................................3
Coordinating............................................................................................................................................3
Leading....................................................................................................................................................3
Controlling...............................................................................................................................................4
Different management styles used in leading different team effectively....................................................4
Feudal Type:............................................................................................................................................4
Paternal Type:.........................................................................................................................................4
Dictatorial Type:......................................................................................................................................5
Participatory Type:..................................................................................................................................5
Developmental Type:..............................................................................................................................5
Bureaucratic Type:...................................................................................................................................5
Manipulative Type:..................................................................................................................................5
Expert Type:.............................................................................................................................................6
Charismatic Type:....................................................................................................................................6
Setting and communication of goals and objectives....................................................................................6
The importance of effective communication and interpersonal skills in managing your team and
resolving conflicts........................................................................................................................................7
Mitigates Conflict....................................................................................................................................7
Increases Employee Engagement............................................................................................................7
Create Better Client Relationships...........................................................................................................7
It assists management to understanding team talents and skills............................................................8
How to motivate and empower team members to enhance their performance and achieve
organizational objectives.............................................................................................................................8
Maslow's Hierarchy of Needs Model.......................................................................................................8
Hertzberg's two-factor theory.................................................................................................................9
References.................................................................................................................................................10

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Introduction
Management is the creation and maintenance of an internal environment in an enterprise where
individuals working in groups can perform efficiently and effectively towards the attainment of
group goals, it is an art of getting the work done through and with people in formally organized
groups – Koontz and O Donne.

Management is about changing behavior of people and making things happen. It is about
developing people, working with them, reaching objectives and achieving results. The success or
failure of management is attributable to the manager. Management may be defined as a process
of achieving organizational objectives, within a changing environment, by balancing efficiency,
effectiveness and equity, obtaining the most from limited resources and working with and
through people.

Key principles of management and their application

There are five key principles of management namely, planning, organizing, coordinating, leading
and controlling.

Planning
In their managerial functions, planning tends to be the starting point at all times. Planning may
be defined as to foresee, examining the future, deciding what needs to be achieved and
developing a plan of action.

Planning involves the setting of objectives (what to do), formulation of a strategy (how to do)
and implementation of strategy (when, whom) to achieve the set objectives. The planning
process is best done through the participation of all key players in the organization to ensure
ownership of the plan.

Planning for a retailer, entails ensuring that at the beginning of the period, all the required
inventory for the goods are available. The retailer should plan in advance for any unforeseen
eventualities. Without planning, the retailer is likely to run out of inventory when his/her
customers badly need the materials.

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Organizing
Organizing involves the analysis of activities, identifying decisions and relationships required in
the organization, classifying and dividing work, creating the organization structure and selecting
staff to implement management strategies. Organizing may also be seen as a provision of
material and human resources and building of the structure to carry out the activities of the
organization. Organizing is an essential ingredient of management as it is very important that
whatever you want to do, it is properly organized or arranged. Once things are properly
organized or arranged, it becomes easier to implement and ensure that organizational objectives
are achieved.

To a retailer, organizing means that he/she makes contacts of all would be suppliers of the
inventory before the time comes to purchase them. The retailer must make sure that he/she has a
list of all potential suppliers of the inventory he/she will require.

Coordinating
Coordination involves the unifying and harmonization of all activities and effort of the
organization to facilitate its work and success. It involves balancing and maintaining the team by
ensuring a suitable division of work and seeing that the tasks are performed in harmony and not
in conflict. Through this function, the manager creates reporting relationships vertically and
facilitates communication relationships horizontally.

This key principle to a retailer entails that he/she brings together all the employees in the firm
and makes sure that they share the common vision. All the different activities each employee
performs will be tailored towards meeting the needs of the customers.

Leading
Leading is the creation of an organizational climate, in which, people work willingly and
effectively thus inspiring morale among employees. An essential part of management is
coordinating the activities of people and guiding their efforts towards the goals and objectives of
the organization. This involves the process of leadership and choice of an appropriate form of
action and behavior.

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A retailer will provide leadership to his/her team by showing them how things ought to be done
by first doing the things himself/herself. Leadership does not necessarily mean only telling
people what to do, but rather, it includes leading the subordinates by example.

Controlling
After planning, organizing and coordinating the various work processes, it is important that an
evaluation is undertaken to compare actual performance against the set standards. This
comparison will ensure satisfactory performance and progress and this record can be used as
guide for future operations. Once deviations from set standards have been detected, they are
reported to those people in the organization with the mandate to institute corrective action.
Where people feel that the assumptions no longer make sense, a review of these assumptions
may be necessary. The same goes for people’s behavior. If it is found to be contrary to the set
behavioral standards, corrective action must be taken to rectify the situation.

Different management styles used in leading different team effectively

The management typology has been classified into various ways, based on the nature displayed
by the leaders in influencing the followers. The types of leadership include the following: feudal,
paternal, dictatorial, participatory, developmental, bureaucratic, manipulative, expert type and
charismatic type of leadership (Fadia & Fadia, 2006; Sahni & Vayunandan, 2010):

Feudal Type:
In the feudal type of leadership, the relationship that exists between a leader and follower is that
of a lord and his subject. Under this type, the employee of the organization is considered as an
essential part of the organization and is given compensation by the leader for performing his/her
immediate task.

Paternal Type:
In this type of leadership, the leader.s relationship with the employee is that of a father and son.
Hence, the leadership as per this typology is called as „paternal‟ and the employees of the
organization are seen as family members. This type of leadership is quite popular in Japan,
mainly due to their cultural environment.

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Dictatorial Type:
When a leader adopts a style, where he/she dictates terms to the employees and demands
obedience of the employees in carrying out the orders, the typology is called as „dictatorial‟.
That is, in this typology, the leader gives out orders and expects the subordinates to carry out the
orders rigidly and the employees of the organization, has completely no role in decision making.
However, dictatorship is redundant in the present time and people express their resentment by
way of massive resistance, low morale and low productivity.

Participatory Type:
In this typology, the leader tends to adopt a flexible approach, wherein the employees of the
organization are allowed to participate in decision making process and the leader rather than
passing out orders, just shares his/her vision and ideas to the employees and the decisions are
arrived at by having a group discussion. The leader of this kind believes in upbringing of team
spirit and cordial atmosphere in the organization.

Developmental Type:
Under this typology, the leader feels that it is his/her duty to develop people. The leader
considers his/her subordinates to have vast potentialities for improvement and thus the focus of
this leader is laid on promoting the subordinates to highest performances.

Bureaucratic Type:
Under this type of leadership, a leader is bound by strict rules and regulations and they expect
their employees to follow the procedures in a prompt manner. Bureaucratic style of leadership
may be suitable for a routine organization, where the tasks undertaken by the leader and the
employees are routine in nature. Bureaucratic leaders may not be suitable for flexible and large
organizations, where the nature of work is quite complex. As per this typology, rules and
procedures, decide the way of functioning of employees and no initiation or participation is
permitted.

Manipulative Type:
According to this typology, the leader manipulates the employees of the organization so as to
attain his own personal goals. However, this kind of leadership attitude cannot be exhibited for a

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long time, as people cannot be exploited on a sustainable basis. Thus, once the employees
become aware of such manipulations, resentment sets-in in the organization.

Expert Type:
Expert type of leadership is an emerging style of leadership, which evolved as a result of the
growing complexities in organizations. The basis for expert leadership is the individual leader‟s
knowledge and ability and he/she assumes the role of a leader regardless of his/her age, sex,
physical or other attributes.

Charismatic Type:
The term „charisma‟ is primarily associated with Max Weber, who states that, “charisma is
applied to a certain quality of an individual personality by virtue of which he/she is set apart
from ordinary men and treated as endowed with supernatural, superhuman, exceptional powers
or qualities”.

Setting and communication of goals and objectives

Goals are the specific results or purpose expected from an undertaking. Goals usually specify
what will be accomplished over the entire period of the undertaking. While objectives are the
specific steps that lead to successful completion of goals for the undertaking. The strategy used
to set goals and objectives is using the acrimony SMART Objectives.

SMART stands for Specific, Measurable, Achievable, Relevant, and Time bound

Specific – Objective clearly states, so anyone reading it can understand what will be done and
who will do it

Measurable – objective must include how the action will be measured. Measuring the objectives
helps one to determine whether he/she is making any progress.

Achievable – Objective is realistic given the realities faced in the environment. Setting
reasonable objectives helps set the undertaking up for success

Relevant – A relevant objective makes sense, that is, it fits the purpose of the what the
undertaking is intended to achieve.

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Time bound – Every objective must have a specific timeline for completion.

Goals set must be communicate to the team members at the commencement of the undertaking.
Each team members must know in advance what he/she is expected to do, when and how. This
should all be summarized in the goals and the objectives of the undertaking.

The importance of effective communication and interpersonal skills in managing your team
and resolving conflicts.
The following includes the importance of effective communication and interpersonal skills in a
team at a work place:

Mitigates Conflict
It assist management to eliminate the possibilities of misunderstanding/feeling of being
misunderstood

It mitigates the possibilities not understanding how others communicate

Assists employees not to feeling their emotional needs are not being met or are being disregarded

Increases Employee Engagement

Helps management to understand the needs and goals of its employees

Assist management to understand what motivates and fulfills the employee

Helps management to understand employees talents and skills

Develop employee talent and utilize them to align with company goals

Improved connection between co-workers for a positive and satisfying work environment

Better relationship with managers and leaders

Create Better Client Relationships

Assist management to have a better understanding of the needs of its clients

Help the customer feel understood

Present new information in a way in which the client will be more receptive.

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More Productive & Talented Workforce

It assists management to understanding team talents and skills

It encourages employees to have some innovation and creative thought

Helps employees to develop strategic team building

How to motivate and empower team members to enhance their performance and achieve
organizational objectives
The relationship between the organization and its members is influenced by what motivates them
to work, the reward system and the fulfillment they derive from it. The manager or supervisor
needs to know how best to elicit the cooperation of staff and direct their performance to
achieving the goals and objectives of the organization. The manager must understand the nature
of human behavior and how best to motivate staff so that they work willingly and effectively. In
summary, the study of motivation is concerned basically with why people behave in a certain
way.

The underlying concept of motivation is some driving force within individuals by which they
attempt to achieve some goal in order to fulfil some need or expectation. The basic motivation
model is as given below.

Maslow's Hierarchy of Needs Model

Maslow's basic assumption was that people are wanting beings, they always want more and
what they want depends on what they already have. He suggested that human needs are arranged
in some form of levels, a hierarchy of importance. He identified the hierarchy to range through to
five levels from the lowest level namely physiological needs, through safety needs, love needs,
esteem needs to the need for self actualization at the highest level.

The hierarchy of needs are usually shown in a pyramid,, which reduce as one goes to higher level
needs as follows.

a. Physiological Needs. These include needs for satisfaction of hunger and thirst, need for sleep,
sensory pleasures, activities, material behavior and sex desire.

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b. Safety Needs. These include safety and security, freedom from pain or threat of physical
attack, protection from danger or deprivation and the need for predictability and orderliness.

c. Love or Social Needs. These include needs for affection, sense of belonging, social activities,
friendship, and giving and receiving of love.

d. Esteem or Ego Needs. These include self-respect and esteem of others. Selfrespect involves
the desire for confidence, strength, independence and freedom and achievement. Esteem of
others means reputation or prestige, status, recognition, attention and appreciation.

e. Self-Actualisation Needs. This is the development and realisation of one's full potential.
Maslow regards this as what humans can be, they must be, becoming everything that one is
capable of becoming.

Once a lower level need is satisfied, it no longer acts as a strong motivator but the higher level
need becomes the motivator and so on. Thus a satisfied need is no longer a motivator.

Hertzberg's two-factor theory

Hertzberg carried out interviews with 203 accountants and engineers from different industries.
Using critical incident methods, he asked respondents to indicate when they felt exceptionally
good or exceptionally bad about their jobs or previous jobs. They were requested to give reasons
for either condition. The findings revealed two different sets of factors affecting motivation. The
two-factor model of Hertzberg was born from these interviews namely motivators and hygiene
factors. a. Hygiene or Maintenance factors. These factors are related to the job context, thus job
environment. They serve to prevent dissatisfaction but do not lead to motivation. These factors
are necessary to avoid unpleasantness. b. Motivators or Growth factors. These are factors that
create a feeling of satisfaction but not dissatisfaction. The motivators relate to what people are
allowed to do and the quality of human experience at work. Hertzberg's work or the motivation-
hygiene theory extended Maslow's hierarchy of needs theory and is more directly applicable to
the work situations.

Personality Attitudes Through experience and learning, people acquire beliefs and attitudes,
which influence their behaviors towards work. A belief is a descriptive thought that a person
holds about something such as the value of work and work processes. Attitudes describe a

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person's enduring favorable or unfavorable cognitive evaluations, emotional feelings and action
tendencies towards some object or idea. The beliefs and attitudes are personality factors that
have a bearing towards one's attitude to work. Each person has distinct personality that will
influence his or her work ethic and motivations towards work. Essentially, what intrinsically
motivates an individual to carry out work assignments willingly?

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References
Bratton. J and Gold. J. Human Resource Management: Theory and Practice, 4th edition, Palgrave
Macmillan. Handy, C, (2007). Understanding Organisations. 4th edition. Penguin,

Mullins, L J, (2010) Management and Organisational Behaviour. 9th edition. FT Prentice Hall.

Fadia, B., & Fadia, K. (2006). Public Administration: Administrative Theories and Concepts.
Agra: Sahitya Bhawan Publications.

Sahni, P., & Vayunandan, E. (2010). Administrative Theory. New Delhi: PHI Learning Private
Limited.

ZICA (2020) CA 1.5: Management Theory And Practice . Bpp Publication UK

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