The document outlines a module on management and organizational behavior, detailing key theories, functions of management, and the importance of leadership and employee performance. It elaborates on management functions such as planning, organizing, staffing, directing, and controlling, alongside organizational behavior elements including people, structure, technology, and environment. Additionally, it highlights significant management theories from figures like Frederick Taylor and Henry Fayol, and their application in business contexts, such as in a case study of McDonald's Corporation.

1. Module code: MGMT40123
Management and Organisational
Behaviour Essentials
TUTORS:

2. INTRODUCTION TO THE MODULE
 Module Guide
 Assessment Brief
 Learning Outcomes
 Learning Resources
 Navigation to CANVAS (VLE)

3. LEARNING OUTCOMES
 Describe some key management and organisational behaviour
theories.
 Explain the importance of leadership styles and their impact on
employee performance in achieving organisational objectives.
 Analyse the role of planning, decision making, organising, and control
in the context of business and management.
 Reflect upon their current study skills levels, identify areas for
improvement, and develop a plan to enhance study skills.

4. LO 1: Introduction to Management and
Organisational Behaviour Theories

5. Session 1: Introduction to management and
organisational behaviour
Learning Objectives:
1. Understand the basic definitions of management and organisational behaviour.
2. Explain the process and functions of management.
3. Identify the levels of management.
4. Describe the meaning and importance of organisational behaviour.
5. Describe elements of organisational behaviour
6. Recognize the realities of organisational behaviour.
7. Understand the history of management and development of management theories
8. Describe Taylor’s scientific management theory and Fayo’s theory

6. Definition of Management
What do you understand
about “management”?

7. Definition of Management
 “Management is the process consisting of planning, organizing, actuating,
and controlling, performed to determine and accomplish the objectives by
the use of people and resources.” (George R. Terry, 1968)
 “Management involves coordinating and overseeing the work activities of
others so that their activities are completed efficiently and
effectively.” (Stephen P. Robbins, 2010)
 In brief, the term “management”  physical & human resources
management
 Management involves, “getting things done by other people” (Mary
Parker Follett, 1996).

8. History of Management
Ancient Management
Egypt (pyramids) and China (Great Wall)
Urban settlements of Mohenjo-daro
Adam Smith
Advocated division of labour to
increase the productivity of workers
Industrial Revolution
Substituted machine power for human labour
Created large organisations in need of management
Business Application: First systematic application of management principles
in a business enterprises was in 1950 by General Electric

9. Functions of Management Process
https://www.youtube.com/watch?v=aWV8w-coyhM

10. Management Functions
Planning
 Collecting information
 Setting goals/objectives
 Determining courses of action to achieve
organizational objectives. It is deciding in
advance what to do, why to do, when to do,
where to do, how to do and who will do it, in
order to achieve these objectives
 Both long- term and short- term plans are
necessary to achieve goals
 Evaluating, monitoring and reviewing actions

11. Management Functions
Planning
 Reflection Activity
Imagine you are the manager of a marketing department and responsible
for planning the launch of a new product. You would plan by setting clear
objectives, conducting market research, and identifying target
demographics. You would also develop a pricing strategy, create a
marketing campaign timeline, and allocate resources effectively. Planning
ensures that the product launch is strategically organized, aligning with
customer needs and market opportunities.

12. Management Functions
 Organizing involves developing an
organizational structure and allocating human
resources to ensure the accomplishment of
objectives.
 Designing and grouping jobs into framework
for coordination and direction.
 Distributing authority, coordinating activities
and fixing responsibilities.
 Formal organizations may be portrayed by use
of an organisation chart.
 Organizations are structured based on
product, function, geography, customer and
project.
Activity: search an organisation chart

13. Management Functions
Staffing
 It is a managing function that takes people
with necessary skills into the organisation
and develops them into organisational
resources.
 This process involves job analysis, human
resources planning, recruitment, selection,
induction, placement, training, execute
development, wage and salary
administration, leadership, teamwork,
motivation, grievance procedure,
disciplinary procedure, etc.

14. Management Functions
Directing
 Giving direction or instruction to employees to get the job done
 Leadership qualities are required
 Motivating employees by providing monetary and non-monetary
incentives
 Communicating with them at regular intervals
 Direction is an important managerial function in securing
employee’s contribution for the achievement of organisational
goals.

15. Management Functions
Controlling
 After planning, organizing, staffing and directing the various
activities, the performance is to be verified in order to know
whether the activities are performed in conformity with the plans
and objectives or not.
 Controlling involves checking, verifying and comparing of actual
performance with the plans, identification of deviations, if any and
correcting of identified deviations.
 Actions and operations are adjusted to predetermined plans and
standards through control.
 The purpose of controlling is to ensure that everything occurs in
conformities with the standards.

16. Management Levels

17. Group Activity

18. ORGANISATIONAL BEHAVIOUR

19. Meaning of Organisational Behaviour
What is an organization?
An organization is a consciously coordinated social unit, composed
of two or more people that functions on a relatively continuous
basis to achieve a common goal or set of goals.
What is organizational behaviour?
Organizational behaviour (OB) is a field of study that investigates
the impact that individuals, groups, and structure have on
behaviour within organization, for the purpose of applying such
knowledge toward improving an organizations effectiveness.
 The study of behaviour within an organisational setting

20. Elements of Organisational Behaviour

21. Elements of Organisational Behaviour
People
 People serve as the backbone of any organisation. They consists
of individuals and groups.
 People are dynamic with multiple sides, behaviours, and
preferences as they interact. They influence each other's opinions
and attitudes.
 People's efforts ensure that the organizations keep functioning.
 Employees are important resources in every company.

22. Elements of Organisational Behaviour
Structure
 Structures help to define the formal relationships of people within an
organization. An organizational structure involves the roles/jobs and
relationships of various individuals working in an organization.
 Departmentalisation, authority delegation, range of control, and centralisation
of decision-making are all included in this structure.
 An organization's structure helps prevent confusion in the work processes and
ensures that the right person is assigned to carry out specific tasks.
 A working structure enables everyone's work in the organization to be directed
toward the overall objective and goal.

23. Organisational Structure
 Organizational hierarchy
 Authority and responsibility
 Delegation of authority

24. Elements of Organisational Behaviour
Technology
 Organisations have technologies for transforming inputs and outputs. These
technologies consist of physical objects, activities and process, knowledge, all
of which are brought to bear on raw materials labor and capital inputs during a
transformation process.
 Technology is useful for training employees to carry out their duties more
excellently. Through technology, employees are provided with machines, tools,
resources, and methods designed to enhance their work and decision-making.
 Technology makes work easier and more effective. But, employees are likely to
get used to such systems and find it difficult to do manual work in their
absence.

25. Elements of Organisational Behaviour
Environment
 All organizations operate in an external environment which significantly
influences organizational behaviour.
 Environmental forces influence people's attitudes, motives, and working
conditions.
 Two distinct sets of Environment:
 Internal Environment: suppliers, customers, competitors, shareholders.
 External Environment: the economy, politics, technology, social factors, and
culture.

26. The realities of organisational behaviour
Source : From Hellriegel, D., Jackson, S. E. and Slocum, J. W. Jr., Management , eighth edition, South-Western Publishing (1998), p. 6. Copyright © 1999
South-Western, a part of Cengage Learning, Inc. Reproduced by the permission (www.cengage.com/permissions)

27. Importance of Management and Organisational
Behaviour
 To secure better labour management relationship
 To identify individual differences
 To overcome resistance
 To understand group behaviour
 To provide counselling
 To manage conflicts
 To introduce changes

28. Recap
 Management is a process of planning, decision making,
organizing, leading, motivation and controlling the human
resources, financial, physical, and information resources of an
organization to reach its goals efficiently and effectively.
 Five functions of management: planning, organising, staffing,
directing and controlling
 Three main levels of management: Top level, Middle level and
Lower level
 Organisational behaviour is the study of behaviour of
individuals, groups and structure within an organisational
setting
 Elements of OB: People, Structure, Technology and Environment

29. Quiz

30. Group Activity
 Case study
STEW LEONARD INC.

31. Development of Major Management
Theories

32. Key Management Theories
Taylor’s scientific management
Fredrick Winslow Taylor
The “father” of scientific management
“The Principles of Scientific Management” (1991)
 “Scientific management is concerned with knowing exactly what you
want men to do and then see in that they do it in the best and cheapest
way”.
 Using scientific methods to define “the best way” for a job to be done:
- Putting the right person on the job with the correct tools and
equipment
- Having a standardized method of doing the job
- Providing an economic incentive to worker

33. Key Management Theories
Taylor’s Five Principles of Management
 Science, but not rule of the thump
 Group harmony
 Cooperation
 Maximum output
 Development of workers

34. Key Management Theories
Taylor’s scientific management theory (cont’d)
How do today’s managers adopt Taylor’s scientific management?
 Use time and motion studies to increase productivity
 Hire the best qualified employees
 Design incentive systems based on output
Reflection:
Where do YOU think scientific management could be applied to the
best overall effect in YOUR university or organisation?

35. Key Management Theories (cont’d)
Henry Fayol – General Administrative Theorist
 Henry Fayol started his career as a mining engineer in 1860 in a
collier company in France. In 1866, he was appointed as the
manager of the collieries. In 1888, he was appointed as the
General Manager
 Believed that the practice of management was distinct from
other organisational functions
Six activity groups of business:
(1) Technical (2) Commercial (3) Financial
(4) Security (5) Accounting (6) Managerial

36. Key Management Theories (cont’d)
Fayol’s 14 Principles of Management
1. Division of labour
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual
interest to the common goal
7. Remuneration
8. Centralisation
9. The hierarchy
10. Order
11. Equity
12. Stability of staff
13. Initiative
14. Esprit de corps

37. Case study
Analyse McDonald's Corporation
- Dissecting McDonald's Organisational structure
- Applying principles of Taylor’s scientific management and Fayol’s 14
principles of management to analyse McDonald’s business
operations