Organizational Behaviour Question Answer 2022

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Organizational Behaviour and Management
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Organizational behaviour 1
Q-1
Abstract
To be a successful manager, managers need to develop leadership skills. Although, managers
and leaders seem the same by nature of their jobs but their characteristics differentiate to each
other. In organization managers and leaders play various roles and follow various methods to get
work done. This discussion includes a differentiation between the roles of managers and leaders.
Key Points to Note
Every manager is not a leader. There are plenty of distinctions between managers and leaders.
Leaders are vision creators and inspire their team to turn vision into reality. Leaders also
influence the people and team by their unique and trustworthy personality and behaviors.
Leaders have a great ability to risk-taking, as they are always willing to go beyond the
boundaries. By the influencing behaviors of leaders, leaders create relationships with their
stakeholders (Khoshhal & Guraya, 2016). Whereas, a manager sets organizational goals and
objectives and gets work done by the team to achieve these objectives in a certain period.
Mangers control and direct to team towards goal attainment. Unlike leaders, managers work on
an already set structure that is influenced by the leadership style of organizational leaders (Azad,
2017).
Examples to Validate viewpoints
Marry Barra made her career from an engineer to HR and reached to the position of CEO of
General Motors. Marry Barra works on the principle of winning the heart of employees to
organizational success. Being an organisational leader Merry Barra believes in Collaboration,
transparency, embracement for innovations and creativity, adaptation for technology and

Organizational behaviour 2
advancement, pushing the employees to gaols accomplishment by inspiring them, encouraging
the team for bringing out their best and keep the team highly motivated (Fessler, 2018).
Marry Barra in her "consensus approach" she always stays aware about inputs are giving to
achieve objectives and believes in the critical evaluation of each and everything taking place in
the organization. She highly believes in organisational transparency and openness and provides
an environment to win the organisation where employees can voice their opinions. Indeed, she
also follows and goes through the feedback given by the employees for potential improvements
in the organization (Zarrow & Grant, 2019).
Marry Barra has a great personality of risk-taking attitude, and always welcome to innovations
and technology advancing in the organisation, unlikely just a manger to follow existing working
conditions and scopes or be in comfort zone, she adapts to change by risk-taking. Apart from
these, Marry Barra, also works and puts her efforts to increment of meaningful engagement of
employees and develops a sense of employment and belongings to pour in the quality of honesty
and loyalty in the employees or team (Engelmeier, 2014).
With a charismatic, transformational, ethical and participative leadership style she proved herself
a great leader. Being the first female CEO in the automobile sector, Merry Berra has poured
enormous efforts and hard work to make leading automobile companies to General Motors in the
automobile industry. She is a great leader with high leadership potential and abilities. The
attitude of Berra for acceptability and flexibility makes her a successful leader in the automobile
industry as well as in the business world.
Apart from leadership skills, Merry Barra also has managerial skills. According to theorist Henri
Fayol 14 major roles of a manager are division of work, responsibility and authority, unity of
direction, unity of command, subordination of individual interest, remuneration, the degree of

Organizational behaviour 3
centralization, order, scalar chain, stability of tenure of personnel, equity, initiative, and esprit de
corps (Toolshero, 2020). Being a top manager in the company Merry Barra also plays most of
these roles in the organisation.
Key Decisions/Suggestions/Learning
This study concludes although mangers and leaders assume the same by their roles there is a
significant difference between the manager's roles and leader's role. Major differences between
managers and leaders are goals and vision setting, way of work done, inspiration and motivation
methods and developing organizational culture.

Organizational behaviour 4
Bibliography
Azad, N., 2017. Leadership and Management Are the same. American Journal of
Pharmaceutical Education, 81(6), pp.102-15.
Engelmeier, S., 2014. Did Mary Barra’s Inclusive Leadership Style Propel Her to The Top.
[Online] Available at https://www.industryweek.com/leadership/companies-executives/article/
21962100/did-mary-barras-inclusive-leadership-style-propel-her-to-the-top [Accessed 11
January 2020].
Fessler, L., 2018. GM CEO Mary Barra says too many women quit their jobs for the wrong
reason. [Online] Available at: https://qz.com/work/1175673/general-motors-ceo-mary-barra-on-
her-leadership-style-and-career/ [Accessed 11 January 2020].
Khoshhal, K. & Guraya, S., 2016. Leaders produce leaders and managers produce followers.
Saudo Media Journal , 37(10), pp.1061-67.
Toolshero, 2020. 14 Principles of Management (Fayol). [Online] Available at:
https://www.toolshero.com/management/14-principles-of-management/ [Accessed 13 January
2020].
Zarrow, L. & Grant, A., 2019. 8 Insights on Leadership from GM CEO Mary Barra and the
Wharton People Analytics Conference. [Online] Available at:
https://www.wharton.upenn.edu/story/8-insights-leadership-gm-ceo-mary-barra-wharton-people-
analytics-conference/ [Accessed 11 January 2020].

Organizational behaviour 5
Q-2
Abstract
Human resources are key assets for organisational growth. Thus, organisational managers need
to keep employees motivated to improve productivity and growth. This study discusses
motivational theories given by Maslow and Herzberg to motivate the employees in a business
organization.
Key Points to Note
According to Maslow's theory, there are five categories of human need which are physiological
(basic need), personal safety and security, love and belongings, self-esteem and self-
actualization. This theory states that, when a person feels that his previous need has been
fulfilled and he/ she is fully satisfied, he/she moved to higher need in the hierarchy. Further
research and social scientists do not fully support Maslow's need hierarchy theory. Though, this
theory has a significant contribution to the development of other psychology theories (Abulof,
2017). Herzberg's two factors theory supports that people tend to be more productive when they
feel motivated by responsibility, interesting work and appraised and awards. Some negative
hygiene factors such as low pay, poor working conditions, biased and poor relationship, and low
teamwork lead demotivation of employees that results in low productivity (Alshmemri &
Shahwan, 2017).
Examples to Validate viewpoints
Maslow’s Need Hierarchy

Organizational behaviour 6
It is considered that human needs consistently increase and helps humans to overcome every
day's challenges. Maslow's hierarchy of needs supports that employees need hierarchy support
to motivate them to achieve more. This theory of need hierarchy comprises five tiers of need
hierarchy that is physical needs, safety needs, love and belongings, self-esteem and self-
actualization.
At first level of hierarchy human focus on getting food, water, shelter, sleep, and other physical
needs, thus it is important to the mangers to provide such a working environment which includes
salary, breaks, and leaves, where employees feel satisfied and motivate to increases productivity.
The next level of theory required safety and future security, thus managers should provide
insurance policies, pension plans and saving schemes to employees. At the next level of need,
human seeks love and belongingness, and employees ask for care like various provisions for
employee welfare (Kenrick et al., 2010).
At the level of self-esteem, human wants respect, empowerment and being valued. At this level
employees seek participation in decision making, want a good job title and recognition, and
appraisal for performance outcomes. To satisfy the need employers need to develop an adequate
appraisal system. At the last level of need hierarchy, employees seek the potential in self
understands their core values and participation in organisational growth (THM, 2020).
Herzberg’s two-factor theory
The motivational theory of Herzberg states that there are two factors to effects employees'
working and productivity. This model supports that employees seek challenging and enjoyable
working environments to grow in the organization. This theory says that to enhance employee's
motivation and increase productivity employers should focus on hygiene factors such as good

Organizational behaviour 7
working conditions like lighting, water, and washroom facilities, good interpersonal relationships
and adequate payment keep employees motivated. Besides, to boost employee motivation some
motivational factors such as rewards and recognition, appraisal and acknowledgment, keep the
employees motivated to lead huger productivity (Dartey & Amoako, 2011).
Key Decisions/Suggestions/Learning
This discussion revealed that when employees start his career he/ she wants to satisfy his
physical needs, such as salary, security, and safe working environment. Thus, employers or
managers should be careful about unlawful salary deduction and dismissal policies to satisfy
employees. Further, employees move to the next steps for motivation and employers should
understand their participation, respect, value, and empowerment to increase organisational
growth.
Similarly, the Herzberg's theory also discussed that good working conditions, salary and wages,
security and pensions plans, interpersonal relationships, rewards and recognition, and appraisal
keep the employee motivated to achieve personal and organizational goals.

Organizational behaviour 8
Bibliography
Abul, U., 2017. Introduction: Why We Need Maslow in the Twenty-First Century. Society,
54(6), pp.508--509.
Alshmemri, M. & Shahwan, L., 2017. Herzberg’s Two-Factor Theory. Life science journal ,
14(5), pp.12-16.
Dartey, K. & Amoako, G., 2011. Application of Frederick Herzberg’s Two-Factor theory in.
European Journal of Business and Management , 3(9), pp.1-9.
Kenrick, D., Griskevicius, V. & Schaller, M., 2010. Renovating the Pyramid of Needs:
Contemporary Extensions Built Upon Ancient Foundations. Perspectives on psychological
science : A journal of the Association for Psychological Science, 5(3), pp.292-314.
THM, 2020. Maslow Motivation Theory. [Online] Available at:
https://the-happy-manager.com/tips/maslow-motivation-theory/ [Accessed 11 January 2020].

Organizational behaviour 9
Q. 3:
Abstract
Formal communication and informal communication are two types of communication forms in
business organisations. Both communication methods flow the information in various
communication channels and networks. This discussion covers various types of a network of
formal and informal communication methods.
Key Points to Note
Communication is an act and a process of transfer the information from one person to another
person or a group of people. Every communication involves three components that are sender,
message and recipient. Communication has various types but formal and informal
communications are common communication networks that flow the information within the
organisation. Formal and informal communications have further categories into various forms
such as verbal and non-verbal communication, written, oral and visual communication. The
formal communication network includes a single chain, wheel, circulars, and free flow and
inverted V. Whares informal communication has a grapevine network (Pirandola, 2019).
Examples to Validate viewpoints
Formal communication exchanges the information officially. This communication form flows
the official messages and new through various official channels such as email, letters, broachers,
etc. Formal communication flow is controlled by officially persons. Informal communication is
casual communication among co-workers in the organisation. Informal communication is
unofficial communication that happens within the social relationships at the workplace that are
formed outside the normal organisational hierarchy (Saleem & Perveen, 2017). Formal and

Organizational behaviour 10
informal both form of communication has various networks of information flows that have been
discussed here.
Communication networks
Single chain: Single-chain is a network of communication that exists between manager to
employee and superior to subordinates. This communication network follows a proper order and
it is easy to control. The most bureaucratic organisational structure adopts a single line
communication network (Javaid & Jafri, 2015).
Wheel: in the communication style of wheel network all subordinate receives the information
and command from one superior. It is highly centralized, where subordinates receive information
only form a single authority. Immediate feedback is required in this communication network
(Javaid & Jafri, 2015).
Circular: in the circular network two personas exchange the information to each other. The
circular communication network has known circuit communication network as well. It is also
known as the circuit communication network. In this communication, one sends information to
another person and this person gives feedback on the received information. The superior-
subordinate relationship is not required in this network of communication (Wudie, 2018).
Free flow: free flow in an informal communication network that generally not used in
organisation for official information. In this network, anyone can exchange information with
others. This communication has less order and less control over communication (Murtra et al.,
2013).
Inverted V: this is a formal communication network. In this network main authority of
organisation transfer information, ideas, messages and thought to more than one person. The

Organizational behaviour 11
receipts subordinates are allowed to give opinions and feedback to their immediate supervisor in
the organisation (Murtra et al., 2013).
Star Network: In the star communication network all team members communicate with each
other and exchange the information. This communication is must require in teamwork and when
information has to deliver in a group. In the star network communication is opened for everyone
in the group.
Grapevine network
It is also an informal communication network, this has information flow and message exchange
between superiors and subordinates but this communication network does not follow an order.
In this network, information exchanges happen rapidly and widely throughout the organisation
(Wudie, 2018).
Key Decisions/Suggestions/Learning
Communication is a process of transfers and exchanges information through various mediums.
There are two types of the communication process that take place in the organisation are Formal
and informal communications. Communication flows in various communication networks and
channels in the organisations. Some of the known communication networks in formal and
informal are single chain, wheel, star, circular, free flow, inverted V and grapevine. The various
networks of communication flow communication in different forms like communication between
superior to a subordinate, communication within the team and communication between superior
to the team.

Organizational behaviour 12
Bibliography
Javaid, N. & Jafri, R.M., 2015. Chain-Based Communication in Cylindrical Underwater Wireless
Sensor Networks. Sensors, 15(2), pp.3625-49.
Murtra, C.B., Goñi, J., Solé, R. & Rodríguez, C., 2013. On the origins of hierarchy in complex
networks. PNAS, 110(33), pp.13316-21.
Pirandola, S., 2019. End-to-end capacities of a quantum communication network.
Communication physics, 2(51).
Saleem, M. & Perveen, N., 2017. The Impact of Formal and Informal Communication in
Organizations a Case Study of Government and Private Organizations in Gilgit-Baltistan.
Journal of Business and Management Sciences, 5(4).
Wudie, A.A., 2018. Review of the Grapevine Communication. Chap: Adis Ali baba university.

Organizational behaviour 13
Q-4
Abstract
To be a successful leader, passion for work, innovation, change adaptability, risk-taking,
decision making, and good analytical skills and communication is must require skills. This
discussion covers brief analysis of leadership skills. This study also discusses the role of
leadership in the growth of an organization. The leadership of Steve Jobs and success Apple
Company has been discussed in this study.
Key Points to Note
To be an effective and successful leader an effective communication, problem-solving,
relationship building, and hunger for feedback, trustworthiness, and empathy for the team are the
most required skills. It is an organisational leadership which is responsible for the success and
failure of an organisation. There are many examples in the business environment to shows the
role of leadership in organisational failure and success (Henry, 2020). Leadership skills and
leadership style also played a key role in the success of Apple. Apple is a renowned name in the
technology industry is known for its participative leadership style in the business world.
Examples to Validate viewpoints
To be a successful leader, managers need to take corrective actions and decisions, taking risking
and change embracement and increase employee participation and empowerment. Steve Jobs one
of the most admired CEO and leader in the business world. Stave Jobs is known for his
successful leadership and leadership skills. Steve Jobs was very passionate about his works.
Passion, good communication, the focus for gaols, organised and focused attitude, Goal
Orientation and adaptability and embracement for innovations and creativity skills made him a

Organizational behaviour 14
great leader in the business world. Steve Jobs had a great sense of predictability and was a
proactive manager.
In the year1976 Steve Jobs and Wozniak founded Apple Computers Company. With the time the
company had experienced significant growth in sales and revenues and became a leading name
in the technology industry. In the year 1985, internal practices and organisational changes in a
structure made Steve Jobs left the company and the company had faced a significant downfall in
the market (Terrell, 2020).
In the year of 1997, Steve Jobs returned to the post of Apple's CEO. With Joining the company,
Jobs started to revitalizing the company and by 1990 Apple gained a significant market position
in the industry (Fell, 2011). Skills of innovation, change embracement and creativity skills of
Steve jobs result in new products offered by the company like iMac. Jobs poured his handwork
for innovation, design, and marketing and branding campaign which helped him to caught
customers' attention for the products offered by the company (Apple, 2020).
In the ensuing time, Apple poured full dedication for innovation and introduced in products with
revolutionary features such as MacBook Air, iPod, and iPhone. Enormous affords, passion for
quality maintenance, innovation and creativity, patience, strong vision, and high standard goals,
for future market demands, risk-taking, and self-confidence of Steve Jobs led the company at
new heights. The company becomes second-largest music retailer company in America and
ranked as number one in Fortune magazine's "America's Most Admired Companies," and
number one in the top 500 companies in the world in Fortune list (Biography.com Editors, 2017).
Key Decisions/Suggestions/Learning
This discussion concludes that the leadership of a business organisation is a crucial point for
organisational success and failure. In the Apple computer's history, the role of leaders was

Organizational behaviour 15
important. The charismatic leaders of Steve Jobs created the success history of the company and
reinvent to the organisation in the business world platform as the number one business company.

Organizational behaviour 16
Bibliography
Apple, 2020. Remembering Steve Jobs. [Online] Available at:
https://www.apple.com/in/stevejobs/ [Accessed 13 January 2020].
Biography.com Editors, 2017. Steve Jobs Biography. [Online] Available at:
https://www.biography.com/business-figure/steve-jobs [Accessed 13 January 2020].
Fell, J., 2011. How Steve Jobs Saved Apple. [Online] Available at:
https://www.entrepreneur.com/article/220604 [Accessed 13 January 2020].
Henry, M., 2020. The Most Important Leadership Skills Everyone Should Have. [Online]
Available at: https://inside.6q.io/important-leadership-skills/ [Accessed 13 January 2020].
Terrell, E., 2020. Apple Computer, Inc. [Online] Available at:
https://www.loc.gov/rr/business/businesshistory/April/apple.html [Accessed 13 January 2020].

Organizational behaviour 17
Q. 5:
Abstract
In information technology, Synchronous and asynchronous communications are two major
methods to transfer the information and messages in the organisation. This study covers a
discussion about Synchronous and asynchronous communication and differences between both
methods of communication.
Key Points to Note
There are two types of communication in informational technology to transfer the data are
Synchronous and asynchronous communication. In the synchronous communication serial data
has been sent in a continuous line at a constant rate, whether in asynchronous communication,
the transition of data done without external signal. In the asynchronous communication transmit
the data internally without the use of the steady stream. Both communications have pros and
cons in the telecommunication channel (Chevrou et al., 2016).
Examples to Validate view points
In the Synchronous communicational channel, data transmit the data done by sending the
information in black and frames. This data transfer channel is a duplex type communication
channel. In this data transfer channel, synchronization is mandatory between the sender and
receiver and it happens in real-time. This data transition channel has no gaps. Thus, Synchronous
transmission believes as much efficient and reliable transformation channel in information
technology (Jieting et al., 2009). In simple words, in Synchronous communication, one person is
the sender and another is receivers who listen to communication. It includes instant messaging
live video conferencing, electronic calls, MOOs and MUDs (IGI Global, 2020).

Organizational behaviour 18
Whereas asynchronous communication is more flexible, it does not require an active receiver.
Asynchronous communication can be done at any time, without considering being in time.
Asynchronous communication messages or data transfer can be done at any time without the
receiver's permission or readiness. For instance, sending an email and web browsing where we
can send an HTTP request to the website whenever we want and get a response are
Asynchronous communications(Spacey, 2016).
Asynchronous communication and synchronous communication methods have pros and cons in
real life. Synchronous communication makes easy to track orders and enables the real-time
process of communication but it also a time-consuming communication method. When people
communicate through electronic calls or video conferencing generally it consumes more time,
besides during this communication people (sender and receiver) cannot focus on other productive
work (Lawless, 2018).
Besides, during asynchronous communication senders do not require the receiver to be in time
thus, people are not blocked with this time frame and may do other required work. This
communication method is also easy because through this communication people can send a
message to multiple senders. Organisational managers believe that remote employees tend to be
more productive than office workers. Asynchronous communication is useful to get productive
results to remotes workers. It is believed that people get distracted by official hassles so people
prefer to works without official premises restriction and results in more production. It is an only
asynchronous communication method that helps remote employees to work k outside the office
(Weihung, 2020).

Organizational behaviour 19
But in this method errors are harder to find and response time is also unpredictable. A time-
sensitive communication process may hamper in the asynchronous communication method
(Lawless, 2018).
Key Decisions/Suggestions/Learning
This discussion concludes that asynchronous and synchronous communications are important
communication methods in telecommunication technology and information technology. These
communication methods help to organizational communication by sending the message easily
through electronic calls, video conferencing and emails. Both communications have different
features that result in the advantages and disadvantages of a particular communication method.
Making an easy track process, multiple works at a time, remote communication can be done
more productively are major advantages of asynchronous and synchronous communications
methods.

Organizational behaviour 20
Bibliography
Chevrou, F., Hurault, A. & Quéinnec, P., 2016. On the diversity of asynchronous
communication. Formal aspects of computing, 28, pp.847–79.
IGI Global, 2020. What is Synchronous Communication. [Online] Available at: https://www.igi-
global.com/dictionary/security-web-servers-web-services/28968 [Accessed 13 January 2020].
Jieting, Q., Rujun, C., Zhanxiang, H. & Lanfang, H., 2009. Synchronous Serial Communication
Between AT91RM9200 and DSP56309 in Embedded Linux Environment. International
Symposium on Test Automation and Instrumentation , pp.1-4.
Lawless, C., 2018. Synchronous vs Asynchronous Learning: Which is Right for your Learners?
[Online] Available at: https://www.learnupon.com/blog/synchronous-learning-asynchronous-
learning/ [Accessed 13 January 2020].
Spacey, J., 2016. What is synchronous communication? [Online] Available at:
https://simplicable.com/new/asynchronous-communication [Accessed 13 January 2020].
Weihung, Y., 2020. Asynchronous Communication: The Real Reason Remote Workers Are More
Productive. [Online] Available at: https://doist.com/blog/asynchronous-communication/
[Accessed 13 January 2020].

Organizational behaviour 21
Q6:
Abstract
In an organisation, a manager plays multiple roles and responsibility in this discussion ten major
roles of mangers have been listed. Mintzberg had introduced and define ten major roles of
manager that has been discussed in this study.
Key Points to Note
Organisational managers play various roles within the organisation. Henry Mintzberg is a
Canadian author and academician. Mintzberg described three major categories of managerial
roles such as interpersonal roles, informational roles, and decision roles. These role categories
further divided into ten roles. Figurehead, leader, and liaison are imported roles of the manger
that fall into the category of interpersonal roles. In the informational role, category managers
play the role of monitor, spokesperson, and disseminator. In the decision process, a manager
plays the role of entrepreneur, disturbance handler, resource allocators, and negotiator (Altamony
et al., 2017).
Examples to Validate view points
In the book namely Mintzberg on Management: Inside our Strange World of Organizations,
published in 1990, Mintzberg starts ten major roles of organisational managers. He further said
that management is an art than a science. The ten managerial roles that have been described by
Mintzberg are more practical and applicable in the organization in the present business
environment.
These roles have been discussed here in the study,

Organizational behaviour 22
1. The Figurehead: top managers of an organization perform ceremonial duties in organizational
functions and outside the organization. Managers visits for giving greetings to dignitaries,
attending a wedding and social function of employees and visiting for launch or breakfast with
client and customers. The CEO of the Apple organization attends many educational conferences
and address to students and academicians to represents the company (Tovmasyan, 2017).
2. The Leader: one of the most important plays by a business manager is to be the organizational
leader. Managers create visions and organizational long term goals and inspire, motivates
encourages the employees to attain these goals and make the visions realty (McCrimmon, 2020).
3. The Liaison: managers play the role of liaison. They create a vertical chain of command and
develop communication with employees, departments, other organizations, departments,
regulatory bodies and other trade organizational representative (Altamony et al., 2017).
4. The Monitor: mangers of a business organization scan the industrial environment to collect
new information associated with the business (McCrimmon, 2020).
5. The Disseminator: A manager plays the role of disseminator for the organization. Managers
pass or communicate privileged information to subordinates directly (Schraeder et al., 2015).
6. The spokesperson: Managers share the information with outsiders. Delivering a speech to
suppliers for product modification or delivering a speech for customers for new product
information are the duties of a manager in an organization (Schraeder et al., 2015).
7. The Entrepreneur: Managers works as an entrepreneur in the organisation. He consistently
seeks improvements in projects of the organization (Ananthanarayanan, 2019).
8. Conflict handler: A manager responds to involuntarily pressures. Like a manager handles
strikes, financially stresses, or suppliers or procurement-related issues (Blink, 2018).

Organizational behaviour 23
9. The resource allocator: it is the Manager's responsibility to decides suitable suppliers and
places for the business. While allocating resources managers keep many thinks in mind such as
cost-effectiveness, transformation, quality and sustainability (Maritan & Lee, 2017).
10. The Negotiator: a manager must analyze the conflict, develop the strategies for conflict
management and negotiates in given situations. Mangers negotiate daily with employees, unions,
customers, and others in the organization (Shonk, 2019).
Key Decisions/Suggestions/Learning
This discussion includes various roles of managers defined by Mintzberg. In this discussion, ten
major roles of mangers have been discussed. This discussion says that to be an effective manger,
managers need to play many roles such as leader, entrepreneur, conflict handler, negotiators,
resources allocators, disseminator, spokesperson, and liaison.

Organizational behaviour 24
Bibliography
Altamony, H., Masa’deh, R. & Gharaibeh, A.H., 2017. The Role of Academic Researcher in
Mintzberg’s Managerial Roles. International Journal of Business Management and Economic
Research(IJBMER), 8(2), pp.920-25.
Ananthanarayanan, 2019. Why Entrepreneurs Need to be Good Managers and Great Leaders.
[Online] Available at: https://www.entrepreneur.com/article/337260 [Accessed 13 January
2020].
Blink, 2018. How to Handle Conflict in the Workplace. [Online] Available at:
https://blink.ucsd.edu/HR/supervising/conflict/handle.html [Accessed 13 January 2020].
Maritan, C. & Lee, G., 2017. Resource Allocation and Strategy. Journal of Management, 43(8),
pp.2411-20.
McCrimmon, M., 2020. Managers as Leaders. [Online] Available at:
https://www.leadersdirect.com/managers-as-leaders [Accessed 13 January 2020].
Schraeder, M., Self, D., Jordan, M. & Portis, R., 2015. The Functions of Management as
Mechanisms for. ADVANCES IN BUSINESS RESEARCH, 5, pp.50-62.
Shonk, K., 2019. Top 10 Negotiation Skills You Must Learn to Succeed. [Online] Available at:
https://www.pon.harvard.edu/uncategorized/top-10-negotiation-skills/ [Accessed 13 January
2020].
Tovmasyan, G., 2017. The Role of Managers in Organizations: Psychological Aspects. Business
Ethics and Leadership, 1(3), pp.20-27.