(RESEARCH)

1. Differentiate research approaches and their designs

2. What are the elements in writing the results and discussion?

3. How to write rrl

4. Theoretical framework vs conceptual framework

5. Make a research proposal

(Basic stat)

1. Based on the scenario given, what are your research questions (descriptive & inferential?)

2. What are your variables based on functions and levels of measurement

3. What are the null and alternative hypothesis of your inferential research questions?

4. Identify population in the scenario and appropriate sampling method

5. How will you establish the validity and reliability of a research instrument?

6. What is the appropriate statistical test to be used?

7. Write a hypothetical results and discussion (descriptive result and t test value), when do you reject or accept the
null hypothesis

8. Write a hypothetical conclusion

(PHILO)

1. How will you apply management in the workplace, as art or science?

2. What are the management practices used in organization?

3. Conflict management

4. If you are to partner with a classical management theorist for a project, who will it be and why

5. When embracing globalization in organization, what will you focus on, developing employees, system, or facilities?
PHILO SOCIO

1. How is management applied in 21" workplace with millennial workforce, as an art or a science?
Management in the 21st-century workplace, particularly with a millennial workforce, can be seen as both an
art and a science. Effectively managing this generation involves blending these two perspectives to address
the unique characteristics and expectations of millennial employees.
Management as a Science:
Data-Driven Decision Making: Using analytics and metrics to inform decisions. This includes tracking
performance, employee satisfaction, and productivity.
Structured Processes: Implementing standardized procedures for tasks, performance evaluations, and career
development.
Technological Integration: Utilizing modern tools and software for project management, communication,
and collaboration.
Management as an Art:
Emotional Intelligence: Understanding and managing emotions, both your own and those of your employees.
This involves empathy, active listening, and effective communication.
Creative Problem Solving: Thinking outside the box to find innovative
Personalized Approach: Recognizing that each employee is unique and tailoring management styles to
individual needs and preferences.
Flexibility and Adaptability: Millennials value work-life balance and flexibility. Managers should use scientific
approaches to create flexible work arrangements (e.g., remote work policies) while also being adaptive and
understanding individual circumstances.
Continuous Feedback and Development: regular, structured feedback, while also offering mentorship and
personalized career development opportunities.
Engagement and Motivation: Applying data to understand what motivates millennials (e.g., purpose-driven
work, recognition) and using creative methods to keep them engaged.
Inclusive Leadership: inclusive leadership that values each employee's unique contributions.
By combining the structured, analytical aspects of science with the intuitive, human-centric aspects of art,
managers can create a workplace that not only meets the efficiency and productivity needs of the
organization but also nurtures the growth, satisfaction, and well-being of the millennial workforce.

2. What are the scientific management practices adopted in your respective organizations and how effective
are these practices? Cite and explain at least 3 practices.
Division of Work
Henri believed that segregating work in the workforce amongst 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 for both the managerial as well as a technical work
level.
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 them smoothly build and progress in their professional careers.
Esprit de Corps
Esprit de Corps means “Team Spirit”. This henry fayol principle of management states that the management
should strive to create unity, morale, and co-operation among the employees. Team spirit is a great source
of strength in the organization. Happy and motivated employees are more likely to be productive and
efficient.
Example: While discussing the new plan of action for achieving the next month's targets, using the word 'We'
instead of 'I' brings a teamwork spirit to the group.
Effective management often involves a combination of these practices tailored to the unique needs of the
organization.

3. Conflict may occur in a diversified workplace, as a manager how are you going to manage conflict which will
protect the interest of the employees and the management as well?

Acknowledge the problem.

Though the instinct may be to ignore the problem and hope it goes away, this strategy is rarely effective and
often worsens the problem

Gather initial information.

Take time and investigate the case. Do not prejudge or come up with a final verdict before you have all the
information. Dig deeper and find out more about the events, involved parties, issues, and how people are
feeling. Have an individual and confidential conversation with those involved and listen well
Clarify the source of the conflict.
Next, clarify the nature of the issue with the parties involved. According to the team lead of Edu Jungles
writing company Kevin Smith, finding the source of conflict is the main step to solve any problem.

Defining the root cause gives you important information of exactly what’s going on in the situation without
assuming anything. Common causes of workplace conflict are:

Poor Communication: A lack of communication leads to feelings of exclusion or lack of control.

Lack of Skills: An employee may lack certain skills that another employee expects them to have, leading to
issues with the delivery of work and affecting morale and confidence.
Insufficient Information: If an employee doesn’t have the necessary data to perform their job, they’ll feel
frustrated. Similarly, if the information they have is ambiguous or incomplete, resentment may become an
issue.

Have a private and honest meeting.

Before trying to resolve any issue, find a safe, private, and neutral place to talk so that all parties involved
feel free to participate in an open and honest discussion. Don’t choose the office of either party or a location
near them.

Establish a positive and assertive approach. If necessary, set ground rules. Ensure that each side gets enough
time to express their views — and feelings — regarding the matter. Creating time for people to publicly
acknowledge hurt or anger can help them feel heard.

Then, get both parties to agree on what the issue is. Obtain as much information as possible on each side’s
outlook. Continue asking questions until you’re confident that all the conflicting parties are on the same
page.

Determine a goal and develop a plan.

Employees will find it easier to interact with one another if they realize that they have a common goal. Once
that’s established, both parties should collaborate to develop a solution for the problem.

People approach conflict in various ways. A person may have one or more methods they prefer and use
regularly. The Thomas-Kilmann Conflict Mode Instrument (TKI) is a psychological tool used to measure an
individual’s inclination towards a specific method of handling conflict.

These are the five conflict resolution strategies from TKI.

  Avoiding: Someone ignores the conflict or withdraws from it in hopes it will resolve itself or die down
eventually. Oftentimes, this strategy is used when the discomfort of confrontation overshadows the
potential reward of resolving the conflict.
 Competing: An individual resolves a conflict by asserting their own interests and “winning” at the expense of
the other party. It only works in situations that are not amenable to collaboration.
 Accommodating: One party sacrifices their own concerns to meet the needs of the other party. This
approach can appear to be a gracious way to concede, but it may also lead to unresolved issues if used
excessively to maintain peace or avoid conflict.
 Collaborating: This strategy involves working together to find a solution that meets the needs of all parties
involved. This style is most effective when there is a need to find a mutually beneficial solution that requires
a high degree of coordination.
 Compromising: Parties that compromise are each willing to sacrifice something in order to reach an
agreement. It’s the middle ground between competing and collaborating. In this strategy, every party gives
up a bit of what they want and no one gets everything they want.

Evaluate how things are going.

Never presume that an issue is fully resolved after you set up a plan. Continue to keep an eye on the issue
and assess if the solution is working. If necessary, schedule follow-up meetings to check progress.
Plan to meet about two weeks after finalizing an action plan to give everyone a chance to try out the
solution and assess how it works. These gatherings should involve both parties and give them ample time to
discuss the actions they’ve taken to end or ease the tension.
Urging people to stay open and honest about what leads to progress can keep them on track. Notes about
what’s working well make it easier to motivate people to continue pursuing positive change, too.
But conflicts don’t always resolve after the first attempt. So if the issue isn’t resolved or later resurfaces, take
necessary action. This can include coming up with preventative strategies for the future.
Identify and Implement Key Takeaways
Lastly, look for lessons you can learn from the conflict and how you handled it. Reflecting on the conflict's
resolution process offers valuable insights into the dynamics of your team, the effectiveness of your
communication, and the resilience of your organizational structure.
You not only equip yourself with a better understanding of how to prevent future conflicts but also improve
your ability to foster a more supportive work environment.
And documenting these lessons and sharing them with your team can also help in building collective
knowledge and perhaps even company policy and procedure

4. As a leader you were asked to collaborate with a classic management guru for a relevant project that will affect
your promotion, who will be your chosen partner? Frederick W. Taylor, Frank and Lilian Gilbreth, Henry Gantt, Henri
Fayol or Max Weber ? Why?

If I were to partner with a classical management theorist for a project, I would choose Henri Fayol. Fayol is known for
his principles of management, which are still highly relevant today. Here are a few reasons why partnering with him
would be beneficial:

1. Practical Principles: Fayol's principles such as unity of command, division of work, and scalar chain are
practical and can be directly applied to various management scenarios. Working with him would provide a
solid foundation based on proven management practices.
2. Holistic Approach: Fayol emphasized a holistic approach to management, covering aspects like
organizational structure, authority, discipline, and more. This comprehensive view would ensure that all
important aspects of the project are considered and managed effectively.
3. Long-term Perspective: Fayol's principles are timeless and focus on long-term organizational success rather
than short-term gains. Partnering with him would mean incorporating strategies that promote sustainability
and growth beyond the immediate project.
 4. Global Perspective: Fayol's principles have been applied globally across different cultures and industries.
This global perspective would be valuable in understanding how management theories translate into
practice across various contexts.
5. Innovative Adaptation: While Fayol's theories are classical, they can be adapted and integrated with modern
management practices and theories. This ability to innovate and adapt would be crucial for addressing
contemporary challenges in the project.

Overall, partnering with Henri Fayol would provide a solid theoretical foundation combined with practical insights,
ensuring a balanced approach to managing and executing the project effectively.

5. Your company is contemplating to embrace globalization what is the preparation that you will initiate; focus in
developing your people, improving your facilities or your system?

While all three areas (people, facilities, and systems) are important for globalization, developing your people should
be the initial focus. For the reason that people are the drivers of change. Successful globalization relies on employees
who understand different cultures, can adapt communication styles, and are comfortable working in a global
environment. Human Capital Theory emphasizes the importance of investing in people's skills and knowledge as a
key driver of organizational success. Furthermore, people build and use the systems, even the most advanced
systems need skilled people to operate and maintain them. Investing in workforce development ensures your team
can leverage the new technology effectively.

Therefore, organization must focused first on developing the people through trainings such as cultural sensitivity
training, language training, and global leadership development that can help the team be equipped in understanding
cultural nuances, business practices, communication styles in your target markets, and help them navigate cultural
differences, manage diverse teams, and foster a global mindset within the organization.

Once we build a strong foundation of culturally competent employees, we can now focus on improving facilities and
system development.

By taking a people-centric approach first, the organization will be well-positioned to leverage its human capital and
effectively utilize facilities and systems for a successful transition to a globalized business.