Read the following extract and then answer the question below Laura is the associate director of a non-profit agency known as “BANTY Hope Agency”, thatprovides assistance to children and families in Gaborone and surroundings. The organisation ismainly sponsored by foreign aid and local companies as part of their Corporate SocialResponsibility. Laura is the head of a department that focuses on evaluating the skill-buildingprograms the agency provides to families. She reports directly to the agency leadership. As awhole, the agency has been cautious in hiring this year because of increased competition for federalgrant funding. However, they have also suffered high staff turnover. Two directors, three keyresearch staff, and one staff person from the finance department have left. Laura has a demandingschedule that requires frequent travel; however, she supervises two managers who in turn areresponsible for five staff members each. Both managers have been appointed within the last sixmonths. Kelly has a specific background in research. She manages staff who provide researchsupport to another department that delivers behavioral health services to youth. Kelly supports herstaff and is very organized; however, she often takes a very black and white view of issues. Upperlevel leadership values Kelly’s latest research on the therapeutic division’s services. Kelly is verymotivated and driven and expects the same from her staff.Linda has a strong background in social science research and evaluation. She manages staff thatwork on different projects within the agency. She is known as a problem solver and is extremelysupportive of her staff. She is very organized and has a wealth of experience in evaluation of familyservices. Linda is very capable and can sometimes take on too much. The managers are sensingthat staff are becoming overworked as everyone takes on increased responsibilities due to highstaff turnover. Staff have also mentioned that Laura’s "glass half-empty" conversation style leavesthem 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 sufficientinformation from the finance department to complete the budgets. The finance department saidthey have sent her all the information they have available. Laura does not care about anyone’sfeelings at work and always displays unprofessional behavior. Employees come and go because ofmistreatment by the same Laura. The situation at the agency is erratic as workers no longer knowwhat to do and where to get the necessary help and information. Sometimes work is not beingdone, only because of Laura’s behavior. As staff become distressed, the managers are becomingfrustrated. They feel like they are unable to advocate for their staff or solve problems without keyinformation like the departmental budget. a) Identify any five (5) conflicts in this case study. b) Laura has not shared budgets with her managers. How can this affect operations of theorgnaisation? c) What is Linda’s role in this organisation? d) Henri Fayol: “Management is conduct of affairs of business, moving towards its objectivethrough a continuous process of improvement and optimization of resources” Discuss any five (5) principles of management by Henry Fayol.
Read the following extract and then answer the question below
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.
b) Laura has not shared budgets with her managers. How can this affect operations of the
orgnaisation?
c) What is Linda’s role in this organisation?
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.
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