SEU ASSIGNMENT- 5 PRINCIPLES OF MANAGEMENT(MGT101) PC-15 2015 SAUDI ELECTRONIC UNIVERSITY ASSIGNMENT -5 Q.1.Explain the conflict-handling styles a manager might adopt. Give an example of each. Under what circumstances is each style appropriate? Q.2.Describe the stages of group development. For each, discuss what questions the individual asks at that stage, and what the leader should do to facilitate it. Q.3.What are the characteristics of a transformational leader. How do they transform their followers? Select someone that you believe to be a transformational leader, and illustrate your points. Q.4.Explain the four perspectives of the balanced scorecard and how a balanced scorecard is related to a strategy map. ALL THE BEST Running head: PRINCIPLES OF MANAGEMENT 1 Principles of Management Student's Name Institution Principles of Management Q.1.Explain the conflict-handling styles a manager might adopt. Give an example of each. Under what circumstances is each style appropriate? The styles are cooperation that is listening to everyone's opinion and considering them before decision making, it is applicable when dealing with a big number and is appropriate where every individual desire needs to be reached (Morden., 2004)An example is settling the difference between a leader and his subjects. The second is a compromise where each party gives up slightly for the solution this applies to two parties of different interest, but there must be an agreement. This is essential where two different parties disagree. An example is between relatives closely related. The third is avoiding whereby it forces one party to avoid the issue completely especially when it is emotional; this applies to the loved ones. An example is a couple. PRINCIPLES OF MANAGEMENT 2 Q.2. Describe the stages of group development. For each, discuss what questions the individual asks at that stage, and what the leader should do to facilitate it. The first stage is forming which is coming together of different people characterized by uncertainty; the question is how to behave to fit in the group? Leaders should ensure there is a code of conduct in jobs. Second is storming where conflict emerges since every individual knows who group members are, the question is what is your concern? Leaders should know how to go about every conflict. Norming stage follows where the group is at the peak since everyone is identified by their skills; the question is how best do you perform? Leaders should create a friendly environment for everyone's success (Morden., 2004). Lastly performing which is the level of productivity, the question is what did you do? Leaders should ensure every one performs his task. Q.3. What are the characteristics of a transformational leader. How do they transform their followers? Select someone that you believe to be a transformational leader, and illustrate your points. Characteristics of a transformational leader are self-management, make different decisions, keep their ego in check, ability to take the right risks, adaptability and proactive this transforms their followers by maintaining professional ethics and this will show the level of their leaders seriousness to deliver towards their objectives hence keeping their followers on toes (Morden., 2004). An example is Kenyan Education Cabinet Secretary he is self-driven, one of his own principles and maintains his ego. The followers learn from his practical example and embrace them. Q.4. Explain the four perspectives of the balanced scorecard and how a balanced scorecard is related to a strategy map. The perspectives include financial that is how to appear to our shareholders, secondly is the customer that help us know how to approach our customers, the internal-Business-Process that is the identification of the critical internal process and lastly the Learning and Growth for PRINCIPLES OF MANAGEMENT incentive purposes (Morden.,2004). The balanced scorecard and strategy maps are common in that their management systems elaborate their vision plans and translate them into action. They provide a schedule that is not only performance oriented but also help planners know what is expected of them. Reference Morden, T. (2004). Principles of management. Burlington: Ashgate. 3