Question no.

Answer:
Introduction
The French industrialist Henri Fayol regarded as the father of modern management. These
principles are commonly acknowledged criteria for managers to follow when doing their
duties. The 14 management principles are important tools for predicting, scheduling,
operational processes, organization strategy, various project management methodologies,
judgement, collaboration and management. These are claims founded on basic reality. These
managerial principles provide a framework for decision making and implementation plans.
Management principles are the basic criteria for effective management. Henri Fayol
investigated this thoroughly, and as a consequence, he developed the 14-management
principle. It assists businesses in dealing with management in the real world. A fundamental
fact is referred to as a principle. It demonstrates the link of cause and effect amongst two or
more factors in a particular circumstance. They operate as a guide for thought and behaviour.
As a result, management principles are declarations of basic truth based on reasoning that
serve as standards for managerial decision making and conduct. Being hired by Sachin
Ethanol to train the employees and teach them the principles of management.

Concept and Application related to the question:

Employees would be trained using the Henri Fayol’s 14 principles of management, each of
them is explained below in detail.
1. Division of work
The process of breaking up a project into multiple tasks and allocating those duties to
different people is known as division of labour. You may increase both quality as well
as efficiency by splitting work among several personnel. This is supported by
personal and professional growth. According to Henri Fayol, specialisation boosts
labour efficiency and production. Furthermore, specialisation of labour improves both
speed and precision.

2. Authority and responsibility

A effective workplace maintains a healthy mix of power and responsibility. An
individual’s personal responsibilities grow as their authority in the workplace grows.
The accompanying power or authority to issue instructions to subordinates. Because
accountability may be traced back to performance, it is vital to reach agreements on
this. In other words, authority and accountability are inextricably linked and are two
aspects of the same coin.

3. Discipline
Effective managers cultivate self-discipline in order to lead by example. This involves
self-discipline, such as guaranteeing productivity throughout the workweek. In the
form of excellent behaviour and courteous interactions, it is frequently an element of
 the fundamental values of a mission statement and vision. This management idea is
critical and is viewed as the oil that keeps an organization’s engine functioning
optimally.

4. Unity of command
According to the management principle known as “unity of command” every
employee should report to a single boss and take commands from that manager. A
corporation can have numerous managers, as long as each individual worker only
reports to one, thus unity of command does not break a hierarchy.

5. Unity of direction
The goal-alignment of all personnel engaged in the same activity is ensured by unity
of direction. This includes both company-wide and project-specific goals. All
employees perform the same tasks that are tied to the same goals. A firm is
considerably more likely to prosper if everyone focuses on the same objective.

6. Subordination of individual interest

The preferences of an organisation usually take precedence over the needs of a person
or group of people. Managers frequently make changes that benefit everybody rather
than just one person.

7. Remuneration
The price paid for services is referred to as remuneration. In essence, it is the amount
of money you pay an employee to labour for you. In a successful company,
remuneration is frequently fair to both individuals and the organisation. Fair
compensation enhances employee happiness , which leads to increased productivity
and loyalty. There are two sorts of compensation: non-monetary and monetary
compensation.

8. The degree of centralization

Centralization entails the concentration of decision-making capacity at the top
management level, whereas decentralization refers to the distribution of decision-
making authority among the lower levels. As an effective company, so according to
the principles of management, transfer responsibility over a decision-making
procedure to several people. This keeps an equilibrium among centralisation and
decentralisation. According to Fayol, and organisation should aim for a healthy
balance in this.

9. Scalar chain
The scalar chain, often known as the chain of command, is the organisational
hierarchy of authority and communication. From top management to the lowest levels
of the company, this varies. According to Fayol “hierarchy” management philosophy,
there must be a clear chain of power from top to bottom and all managers at every
level. It specifies which roles in each work relationship have more responsibility.
 10. Order
This theory states that resources (manpower, money, materials, etc)should be placed
in the appropriate location at the right moment. This guarantees that resources are
used properly and in a systematic manner. Misuse and chaos in the organisation will
result if any of these resources are misplaced.

11. Equity
Equity is a blend of compassion and fairness. This concept emphasizes that managers
should treat everybody they oversee with kindness and justice. This fosters staff
loyalty and dedication to the organisation for which they work.

12. Stability of tenure and personnel

Employees perform best when they believe their jobs are secure. Effective managers
give their staff adequate time to acclimate to new jobs and learn how to be more
effective while doing their duties. Management seeks to keep staff turnover to be
minimum and to have the appropriate people in the right places.

13. Initiative
According to this notion, all employees should be motivated to take initiatives.
Employees feel driven and valued when they have a voice in how they accomplish
their jobs. Organization should respond to their employees’ problems and support
them to create and implement improvement initiatives.

14. Esprit de corps

In an organization, esprit de corps refers to a sense of pride or commitment. Managers
may motivate staff to work harder and deliver greater outcomes by creating an
effective team atmosphere. Managers should cultivate pleasant connections among
staff, identify ways to inspire excitement and reward employees for outstanding
performance to develop esprit de corps. Esprit de corps promote cultural growth and
fosters environment of mutual confidence and cooperation.

Conclusion
Therefore, we can conclude that the best way to explain the management principles to the
employees is through the Henri Fayol’s principles of management as they are broad and have
definite guidelines which are accepted universally to help employees make the correct
decisions and be on the best behaviour at workplace. These principles of management
concepts examine an organisation from top to bottom in order to assist managers in getting
the most out of workers and running the firm smoothly.
Question no.2

Answer
Introduction
The organisation and administration of tasks to attain a goal is referred to as management.
Such administrative responsibilities include developing the overall performance and directing
staff efforts to achieve these goals through the use of available assets. Management is both a
science and an art. Management is science because it employs logic and objectivity.
Management as a science is shown through cause-and-effect linkages. Management is
regarded as a science since there is structures and systematic study information available in
management. Furthermore, management ideas are founded on continuous experimentation.
Managers try to explore and manage ideas in various firms under various settings.
Management is sometimes regarded as an art due to the application of theoretical information
in a personal manner. Regular practice and originality show the presence of art. Management
is an art since the management process necessitates the application of knowledge and
abilities. The management process is geared on achieving measurable results. Management is
customised in the sense that each manager approaches challenges in his or her own way. The
newly formed management team is split on a certain matter and needs your assistance.

Concept and Application to the related question:

Management may be considered both an art and a science for the following reason.
Management as an art:
Art is the skilled and personal use of existing knowledge to achieve desired results. It may be
obtained through education, study and practice. Because art is concerned with the
personalized use of facts, some originality and ingenuity are requires to follow the essential
systems established.

 Management has a distinct literature, which is requires for collecting information in

conceptions and accelerating learning
 There are numerous instances of marketing literature accessible, such as Taylor’s
scientific management theory and Henri Fayol’s 14 management principles. These
theories aid in the understanding of numerous management principles.
 Management knowledge may be used by anybody in their own unique way, similar to
how words can be presented differently by different writers, music notes organised by
artists to offer a musical piece, or the application of colours by a painter to create
spectacular paintings.
 Additionally, managers apply the many theories and concepts while dealing with
problems in order to utilise their management expertise.
 Arts are all about expressing and inventing via creativity, such as whne two artists
execute the same situation in two distinct ways. Likewise, two separate managers will
approach the problem differently. Managers could sometimes keep coming upp with
novel and creative solutions to problems.
  Practical knowledge, personal skill, cfreativity, perfection through practice and goal
oriented are the aspects of art in management.
 The art of management is an unique artistic quality of the manager that is frequently
enhanced through learning, practice and experiences.
 The art of management entails the creation of a vision of an orderly whole from
chaotic components, as well as the transmission and realisation of that vision.
 Because it organises and utilises human talent, management is the “art of arts”

Management as science
Science is an organised knowledge base that promotes clear universal facts or the application
of broad laws.
 Science is a meticulous science, and management has comparable characteristics.
 Management, like science, depends on ideas and principles to handle difficulties that
develop.
 Management has its own lexicon and words for defining specific procedures.
 Science’s theories are the result of extensive investigation and repetitive
experimentation in a similar vein, management’s theories are, to some part, based on
routine observation and experimentation. Over time, these ideas will serve as
management’s guiding principles.
 Scientific theories have global legitimacy, and in managemnet we discover that
certain principles are generally valid while others can alter depending on the
conditions.
 Such ideas and concepts can be utilised to train managers as fundamental
understanding.
 Concepts, methods and principles, theories, organised knowledge and practice are the
aspects of science in management
 Science is a methodical gathering of data about ac certain objective via observation,
study, practice, experimentation and research.
 The management process follows a comparable structure. The primary management
duties are acquiring information and facts, analysing them, and making choices based
on the finding.
 To discover a feasible solution to an issue, management use a methodical approach.
The science behind management is, at best, imprecise or a soft science.

Conclusion:
Therefore, we can conclude that management is an art and science because it is a science
since it vis based on universal principles. It is also an art form since it necessitates excellence
via practice. Science educates us to know, whereas art educates us to do. Managers must
know and perform things thoroughly and effectively in order to achieve success. This
necessitates a one-of-a-kind blend of science and management art. It may be arguing,
therefore, theta the art of management begins where the science of management ends.
Because, management science is incomplete, the manager must rely on creative managerial
talent to complete the task properly. Thus, while managing in practice is an art, the collection
of information, methodologies, principles and so on that the underpins the practice is science.

Question no.3

Answer: (a)
Introduction
Conflict in the workplace, also known as organisational collide, is a condition of disharmony
brought on by actual or imagined demands, beliefs and interests that conflict among co-
workers. In organisations conflict may take many different forms. It is defined as the situation
in e which individuals or groups within an organization dispute or misinterpret one another as
a result of having divergent needs, wants, opinions, convictions, beliefs or objectives.
Conflicts inevitably disrupt and hinder development. Conflict between team members is
highly common in companies where hundreds or even more employees work together. As a
result, it is essential to comprehend the many forms of disputes and the numerous viable
approaches to avoid or settle them as soon as feasible. Conflicts create worry and stress in the
workplace, making it an unpleasant environment to work. When there is a disagreement
between various members of staff either between management and the employees, output
suffers. Reduced productivity is bad for a business; thus, it is critical for a leader or
supervisor to recognise the issues and take appropriate measures to resolve them and make
the job a pleasant atmosphere for everybody. India’s well known hotel brand, lemon tree, is
losing market share to rivals because of conflict inside the company that is reducing the
overall efficiency.

Concept and Application related to the question:

Following are the 4 types of conflicts that can occur in an organisation
1. Interpersonal conflicts
Interpersonal conflicts refer to disagreement between two people. These problems
occur when persons with diverse personalities, opinions and even cultural
backgrounds interact. Because of the vast number of individuals functioning together
in a large company, there is a significant likelihood of interpersonal disputes
occurring. Instance of a possible dispute between two people is when a male
employee is required to receive directions from a female boss.

2. Intrapersonal conflicts
Individuals experience these kinds of conflicts. Interpersonal disputes are less
complicated and easier to discern than intrapersonal conflicts. Since these conflicts
occur in an individual’s head as a result of his or her values, feelings, principles and
beliefs. The intricacy of these sorts of conflicts ranges from simple decisions like
 picking a food menu to important decisions in life like selecting a professional path.
Such conflicts make it harder for an individual to focus on their task.

3. Intragroup conflicts
These forms of disagreements occur among team members. Intragroup disputes are
mostly caused by discord and miscommunication among these members. When
teammates have diverse personalities, ideals, or ideas, tension emerges. Intragroup
disputes emerge, for example when one member of the team is promoted or honoured
while others disagree with the choice. This type of event may raise concern among the
group.

4. Intergroup conflicts
These forms of conflicts occur between 2 distinct factions inside an organisation.
These forms of disputes arise as a result of conflicting departments’ aims, priorities or
points of view. Conflicts may arise for example, between the marketing and customer
service departments. People can become enraged as a result of these sorts of
disagreements. To deal with such problems management should take tight measures.

Conclusion:
Therefore, we can conclude that conflicts are unavoidable when a group of individuals
collaborates. Conflicts are not necessarily harmful, but the failure to settle them is harmful to
the company. Hence, lemon tree needs to resolve the conflicts between the employees to
ensure optimum productivity.

Answer: (b)
Introduction
Conflict resolution is a method for two or more people to reach an amicable settlement to a
conflict. The conflict might be personal, economical, political or emotional. When a conflict
emerges, bargaining is frequently the best line of action. It is defined as the strategies and
practices used to facilitate the peaceful resolution of disagreements and punishment. Different
personalities or viewpoints, unsolved problems from their past, a sense of competitiveness
against one another, poor communication skills, and uncertainty regarding responsibilities or
tasks are a few of the most typical reasons for conflict at the workplace.

Concept and Application related to the question:

Conflict resolution is the casual or formal procedure used by two pr more parties to reach a
peaceful conclusion to an issue. When hires as a consultant for Lemon tree, these are the
following conflict resolution techniques that should be followed in the organisation to
maintain optimum productivity.
1. Avoiding
When someone avoids a confrontation, they just ignore it or stay away from it. When
the difficulty of dispute resolution outweighs the possible benefits of confrontations,
they opt for this approach. The facilitator may find it simple to handle this, but the
participants are likely concealing valuable ideas and not actually adding much to the
dialogue. Nothing at all is addressed when discussion is ignored

2. Competing
People who enter a battle with the intention of winning utilise competing. They are
independent and outspoken. The presumption that one side wins and everyone else
loses characterises this approach. Diverse viewpoints cannot be included in a well-
rounded overall picture. Competing may be effective in sports or combat, but it is
rarely successful approach to solve problems in the group.

3. Collaborating
When individuals are cooperative and forceful, they collaborate. In order to co-create
a resolution that all members can embrace, a company may begin to accept
contributions from each member. For instance, a salesman and client may collaborate
to negotiate a term until both the parties agree to collaborate and reach midterms.

4. Accommodating
Smoothing is a form of dispute resolution in which one side acquiesces, providing the
other party everything it requires to fix the situation. In some instances,
accommodating might be a suitable conflict resolution, for instance, if the position is
not strongly held. It is typically simpler to cooperate. This strategy helps you fix an
issue in the near term while focusing on the ling-term alternative.

5. Compromising
Compromise, sometimes known as reconciliation seeks a common resolution to a
conflict. Both sides are prepared to give upsome of their requirements in order to
achieve settlement. This might be a simple approach to end a problem before it
escalates. Compromise can also be employes to prevent conflict temporarily until the
parties concerned can establish a more permanent fix. When it is impossible to satisfy
all parties while still going forward, it is fair to compromise.

Conclusion:
Hence, we can conclude that, Lemon tree needs to follow these techniques that may result in
increased productivity and goal attainment. A badly handled conflict can cost a company time
and monay to expand, but conflict resolution can enhance work connections, employee
productivity, and retention levels.