1. HND Business Level 4 Organisational Behaviour
Management: Functions and roles

2. Learning outcomes
After completing this session learners are expected to be able to explain functions and roles of management in an organisation.

3. Indicative content
Functions of management: planning; organising; commanding; coordinating; controlling
Managerial roles: interpersonal; informational; decisional

4. Organisational Behaviour
Table 6.1 Fayol: the principles of management
Source: Adapted from Fayol, H. (1949). General and Industrial Management. Copyright Lake Publishing Company, Belmont, CA.
Chapter 6 - Management and Leadership

6. Functions of management
The functions of management include:
planning
organising
commanding
coordinating
controlling

7. Four Functions of Management
Planning
Decide on organizational goals
and allocate and use
resources to
achieve those goals
Organizing
Establish the rules and
reporting relationships that
allow people to
achieve organizational goals
Controlling
Evaluate how well the
organization is achieving goals
and take action to
maintain, improve, and correct
performance
Leading
Encourage and coordinate
individuals and groups
so that they work
toward organizational goals
OB and Planning: The study of OB reveals how decisions are made in organizations and how politics and conflict affect the planning process. It shows how group decision making and biases can affect planning.
OB and Organizing: OB offers guidelines on how to organize employees to make the best use of their skills and capabilities.
OB and Leading: The study of different leadership methods and of how to match leadership style to the characteristics of the organization and all its components is a major concern of OB.
OB and Controlling: The theories and concepts of organizational behavior allow managers to understand and accurately diagnose work situations in order to pinpoint where corrective action may be needed. 7

8. Organisational Behaviour
Figure 6.1 Sequence of roles
Chapter 6 - Management and Leadership

9. Organisational Behaviour
Table 6.2 Mintzberg: managerial roles
Source: Based on Mintzberg (1973).
Chapter 6 - Management and Leadership

10. Organisational Behaviour
Management Skills
Dun & Bradstreet
Technical Skills
Human Skills
Conceptual Skills
Management Level
Top Managers
Middle Managers
First-Line Managers
Non-managers (Personnel)
Chapter 6 - Management and Leadership

11. Organisational Behaviour
Top Managers
Source: T.A.Mahoney, T.H.Jerdee, & S.J.Carroll, “The Jobs Of Management”
Chapter 6 - Management and Leadership

12. Organisational Behaviour
Middle Managers
Source: T.A.Mahoney, T.H.Jerdee, & S.J.Carroll, “The Jobs Of Management”
Chapter 6 - Management and Leadership

13. Organisational Behaviour
First Level Managers
Source: T.A.Mahoney, T.H.Jerdee, & S.J.Carroll, “The Jobs Of Management”
Chapter 6 - Management and Leadership