Laura is the associate director of a non-profit agency known as "BANTY Hope Agency", that provides assistance to children and families in Gaborone and surroundings. The organisation is mainly sponsored by foreign aid and local companies as part of their Corporate Social Responsibility. Laura is the head of a department that focuses on evaluating the skill-building programs the agency provides to families. She reports directly to the agency leadership. As a whole, the agency has been cautious in hiring this year because of increased competition for federal grant funding. However, they have also suffered high staff turnover. Two directors, three key research staff, and one staff person from the finance department have left. Laura has a demanding schedule that requires frequent travel; however, she supervises two managers who in turn are responsible for five staff members each. Both managers have been appointed within the last six months. Kelly has a specific background in research. She manages staff who provide research support to another department that delivers behavioral health services to youth. Kelly supports her staff and is very organized; however, she often takes a very black and white view of issues. Upper level leadership values Kelly's latest research on the therapeutic division's services. Kelly is very motivated and driven and expects the same from her staff. Linda has a strong background in social science research and evaluation. She manages staff that work on different projects within the agency. She is known as a problem solver and is extremely supportive of her staff. She is very organized and has a wealth of experience in evaluation of family services. Linda is very capable and can sometimes take on too much. The managers are sensing that staff are becoming overworked as everyone takes on increased responsibilities due to high staff turnover. Staff have also mentioned that Laura's "glass half-empty" conversation style leaves them feeling dejected. In addition, Laura has not shared budgets with her managers, so they are having difficulty appropriately allocating work to staff. Laura said she has not received sufficient information from the finance department to complete the budgets. The finance department said they have sent her all the information they have available. Laura does not care about anyone's feelings at work and always displays unprofessional behavior. Employees come and go because of mistreatment by the same Laura. The situation at the agency is erratic as workers no longer know what to do and where to get the necessary help and information. Sometimes work is not being done, only because of Laura's behavior. As staff become distressed, the managers are becoming frustrated. They feel like they are unable to advocate for their staff or solve problems without key information like the departmental budget. a) Identify any five (5) conflicts in this case study. (5 Marks) b) Laura has not shared budgets with her managers. How can this affect operations of the orgnaisation? (3 marks) c) What is Linda's role in this organisation? (2 marks) d) Henri Fayol: "Management is conduct of affairs of business, moving towards its objective through a continuous process of improvement and optimization of resources" Discuss any five (5) principles of management by Henry Fayol. (15 Marks)