Day 8 Key Point of Management ethics and culture

Day 9 Conflict situations in management and ways to overcome them
Whatever the cause of the conflict, it does not help the development of 
the company at all, and it also hinders the motivation of the employees 
to work. Therefore, conflicts within the company or conflicts with 
consumers must be resolved quickly. Although with different personalities, 
goals and working styles, workplace disagreements are inevitable. When 
handled properly, however, they can lead to innovative solutions and 
more cohesive relationships.
Conflict management refers to the proactive practice of conflict resolution 
so that it doesn’t escalate into disagreements. The objective is for 
differing sides to collaborate and overcome the challenge in a way that 
each feels heard and understood. Savvy managers can learn to perfect 
resolution skills and strategies to get the most value out of conflict.
Below are steps to manage and resolve conflict in the workplace.
①Clarify what is the source of conflict. 
②Find a safe and private place to talk. 
③Listen actively and let everyone have their say. 
④Investigate the situation. 
⑤Determine ways to meet the common goal.
And, these are some skills to solve the conflict.
①Take immediate action to minimize the tension
②Frame the discussion positively which can prevent unnecessary tension
③Focus on the issue, not the person
④Practice active listening

---

- 6 -
Day 10 Social responsibility, authority, responsibility in management
Part A. Authority and Responsibility
1. Authority 
In a business organization, which is authoritarian in nature, the word 
authority refers to the power of an individuals to direct others by giving 
orders. For practical purposes, the term authority can be defined as the 
legal and rightful power to command or to extract action from others. It 
is the power or the right to act, to command or to extract action by 
others.
Authority is one of the important considerations in the process of 
management. Without authority, the executive cannot secure compliance 
of his orders from his subordinates. It is the power of the superior to 
make decisions which guides the actions of his subordinates. Securing 
compliance or obedience is the main objective behind the whole concept 
of authority.
Koontz and O’Donnel discussed the source of authority with the three 
headings:
(i) The formal authority theory - the legal aspects of private property as 
the source of authority 
(ii) The acceptance theory - the authority flows to a manager through 
acceptance by his subordinates of his power to make and implement 
decision
(iii) The competence theory - the technical competence and personal 
competence are the basis of authority
There is some difference between authority and power. Authority includes 
power but power may or may not be supported by authority. Also, all 
authority is formal. But unrestricted or unlimited authority always tend to 
be tools of corruption, so there are usually some restrictions that can be 

---

- 7 -
both explicit and implied. They are laws of a country, rules and 
regulations in a company, the social beliefs and traditions, etc.
2. Responsibility
In business management, responsibility is the obligation of a subordinate 
to perform a duty, which has been assigned to him by his superior. This 
shows that the obligation is the essence of responsibility. In view of 
organizational set up, the superior-subordinate relationship gives rise to 
this responsibility as the superior is vested with the authority to get the 
specified work done by his subordinates.
While the authority flows from a superior to a subordinate when 
assignment of duty is made, the responsibility flows from a subordinate 
to his superior when former undertakes the obligation of accomplishing 
the duties assigned to him. Thus, responsibility is an obligation to carry 
out certain tasks.
In an organization responsibility is the obligation of a subordinate to 
perform his duty as required by his superior. Responsibility is closely 
related to authority. It is exacted upwards whereas authority flows 
downwards. A manager is responsible ultimately for the performance of 
his duties even though he has delegated it to his subordinates. Therefore 
responsibility cannot be delegated.