Passage for case study and analysis for answering sub-questions a, b and c.

Managerial activity can be described in terms of several general processes - relationship management, information management, decision-making and influencing people. To carry out their responsibilities, managers need to obtain recent, relevant information which often exists only in the heads of people who are widely scattered within and outside the organisation; they need to make decisions based on information that is both overwhelming and incomplete; and they need cooperation from people over whom they have no formal authority. Networks are developed in a variety of ways and the process of networking is a continuous activity for managers. Many 5 interactions involve oral communication which is used to exchange information and attempt to influence people. Managerial responsibilities increasingly involve international issues, and managers must be able to understand, communicate with, and influence people from different cultures. Building cooperative relationships requires considerable empathy, respect for diversity and an understanding of the values, beliefs, and attitudes of people from different cultures.

a) It is not exactly same as management, as leadership is one of the major elements of management. Differentiate and analyze the management styles.

b) Decisions made to complete one management function affect all other functions. Discuss

c) Establishing an attitude of respect toward employees as human beings may result in more positive working conditions and loyalty towards the company. Elaborate on five human relation skills.