Management and Organisational Behaviour

This report discusses the four major functions of management - planning, organising, leading and controlling. It includes an analysis of the managerial functions in an organisation through an interview with Mark Von Arnim, the manager of Park Hyatt, Sydney.

Running head: MANAGEMENT AND ORGANISATIONAL BEHAVIOUR
Management and Organisational Behaviour
Name of Student:
Name of University:
Author’s Note:

1MANAGEMENT AND ORGANINSATIONAL BEHAVIOUR
Executive Summary:
“The four different functions are summarized into the planning, organising, leading and finally
controlling which is namely the P-O-L-C framework”. Thus it needs to be understood that the
four major functions need to be highly integrated at the time of carrying out the day to day
functions at the time of running an organisation. The principles of management uniquely
describe the job of the managers. “These functions offer a great method of categorisation of the
information regarding the management and major information regarding the different planning
activities”. The aim of this report is to interview a manager of an organisation which is based in
Sydney (Australia) and analyse his ways and means of operation by understanding his responses
to the interview questions. There is the specific criticism from the observation that all the four
uses might be ideal but these do not depict the day to day actions of the actual managers. There
are several issues in the life of a manager which can be fragmented, or hectic with the constant
threat of having priorities which are dictated by the law. “Therefore it needs to be understood
that the P-O-L-C functions of the management offer an extremely useful method of classification
of the activities which the managers connect in and they also attempt to attain the organisational
goals”. In order to understand and analyse the managerial functions in an organisation, the
manager who has been interviewed is Mark Von Arnim, the manager of Park Hyatt, Sydney.

2MANAGEMENT AND ORGANINSATIONAL BEHAVIOUR
“1. Introduction” :
The challenges of a manager are to solve problems in a creative manner. At the time of
researching different articles the managers can react to the issues of creative trouble solving, the
principles of management have been divided into four different functions of “planning,
organising, leading and controlling. The four different functions are summarized into the
planning, organising, leading and finally controlling” which is namely the P-O-L-C framework.
Thus it needs to be understood that the four major functions need to be highly integrated at the
time of carrying out the day to day functions at the time of running an organisation. The
principles of management uniquely describe the job of the managers. These functions provide a
great way of classifying the information regarding the management and major information
regarding the different planning activities.
It is also crucial to understand that this particular framework is not free of negativity or
criticism. There is the specific criticism from the observation that all the four uses might be ideal
but these do not depict the day to day actions of the actual managers. There are several issues in
the life of a manager which can be fragmented, or hectic with the constant threat of having
priorities which are dictated by the law. Therefore it needs to be understood that the P-O-L-C
functions of the management present an extremely useful method of classification of the
activities which the managers appoint in and they also attempt to achieve the organisational
goals.
In order to understand and analyse the managerial functions in an organisation, the
manager who has been interviewed is Mark Von Arnim, the manager of Park Hyatt, Sydney.
“2. Planning” :
“2.1 Theory” :
Planning is that particular function of management which involves the setting of
objectives and the determination of the course of actions for the achievement of such objectives.
The procedure of planning requires that the managers need to be aware of the conditions which

3MANAGEMENT AND ORGANINSATIONAL BEHAVIOUR
their organisation is faced by and also help in overcoming them in addition to the forecasting of
the future conditions. It makes sure that the managers are proper decision makers. Planning is
comprised of several steps which begins which the scanning of the environment of their place of
work as it is crucial for the managers to be aware of the fact that the critical contingencies facing
the organisation need to be handled in a proper manner. Therefore the planners need to attempt
the forecasts regarding the future conditions. Then it so happens that the forecasts form the basis
for proper planning (Anitha 2014).
It is to be ensured that the planners establish proper objectives which are statements of
the things which need to be achieved at a specific time frame. Planners need to be aware of the
best courses of action which need to be taken for achievement of proper objectives. There need
to be necessary steps which need to be formed to make certain the effective performance of the
plans. The planners need to evaluate how their plans and corrective actions are taken whenever it
is actually necessary. Strategic planning involves the analysis of competitive opportunities and
threats which include the strengths and the weaknesses of the organisation. There are also the
concepts of tactical planning and operational planning to assume the subsistence of the
organisational goals and aims (Thomson and Van Niekerk 2012).
“2.2 Findings”:
It has been seen that the manager does not believe much in the idea of planning. He
focuses on one day at a time and takes his work as it comes.
“2.3 Analysis”:
This leads to the analysis that the manager does not hugely rely on the idea of planning.
Therefore it can be inferred that it is not only due to planning but the proper management that a
person can emerge a successful manager. For managers who rely excessively on planning may
find their competencies fall short in case the situations do not turn out to be as they wish them to.
It is therefore better to be prepared for any situation that may come about in the course of the
manager’s career.

4MANAGEMENT AND ORGANINSATIONAL BEHAVIOUR
“3. Organising” :
“3.1 Theory”:
Organizing is the job of the management which include the development of an
organisational structure and the allocation human resources in order to ensure that the objectives
need to be accomplished. The structure of the organisation is the framework within which there
is the coordination of effort. The structure is usually represented by means of an organisational
chart which helps in providing a graphic representation of a command chain within an
organisation. The decisions which are made regarding the structure of an organisation are usually
referred to as an organisational design decision (Griffin 2013).
Organising is also concerned with the design of the individual jobs inside a specific
organisation. The decisions which are made need to be regarding the duties as well as the
responsibilities of individual jobs which involve the manner in which the work need to be carried
out. There also needs to be a decision which is to be made about the nature of a job within the
organisation and also the decisions of job design. Organising at the levels of organisation
comprises of deciding the best way to departmentalise which includes the organisation by
function, product, geography or the customer. There are several large organisations which use all
the different tools of departmentalisation. In this particular segment of the leadership framework
it is necessary to make sure that the best designation of the individual jobs is done in a proper
manner (Wood et al. 2012).
“3.2 Findings” :
The manager has responded that he always tries to manage the overall situations with the
managers who are in order departments as well as the subordinates of his teams. He makes sure
that there are no misunderstandings between them. There are usually no shortcomings which he
ignores.
“3.3 Analysis” :
The organising capabilities of the manager are very much significant in the overall
interview. This is because of the reason that the manager always ensured that there was no sort of
misunderstanding. This shows that the organising capability of the manager was good enough to

5MANAGEMENT AND ORGANINSATIONAL BEHAVIOUR
be applicable in his scenario. There are very less issues of the problems in the organisation under
Mark von Arnim.
“4. Leading” :
“4.1 Theory” :
Leading involves the social as well the informal and social sources of influence which are
to be used in order to inspire the action which are to be taken by others. In case the managers are
found to be effective leaders, it is seen that the subordinates become enthusiastic about the
exertion of effort in order to attain the organisational objectives. The behavioural sciences have
been seen to make several contributions on understanding the function of management. The
personality research as well as the studies of job attitudes helps in providing the most important
information regarding the way in which the managers can lead their subordinates in an effective
way. There is always the requirement of effective leaders, managers need to understand the
personalities of the subordinates for the same (Clarke 2013).
The studies regarding the motivation theories provide important information regarding
the ways in which the workers can be energized to put forth an effort which is productive.
Therefore it is needed that the managers effectively communicate and the method of
communication is also persuasive. Only then can a manager be considered to be a proper leader
(Yukl 2013).
“4.2 Findings” :
The type of leadership of which the manager implements in his organisation is either
transformational or participative style of leadership. The leader ensures that the opinions of the
subordinates are taken into communication. The transformational style of leadership was
employed by the manager in situations when it was needed to uplift his or her followers.
“4.3 Analysis” :
The leadership styles which are employed by the manager have clearly shown that he was
truly a great leader. Being a transformational leader is one of the best characteristics which can
be attributed to a particular leader. It is also seen that the transformational leaders are very much
concerned about their followers and the condition of their organisation at all times. Mark being a

6MANAGEMENT AND ORGANINSATIONAL BEHAVIOUR
participative leader also gave huge importance to his followers and helped in the development of
the Hotel industry.
“5. Controlling”:
“5.1 Theory”:
Controlling is involved with the making sure that the performance does not deviate from
the specific standards. Controlling comprises of three major steps. These are the institution of
performance standards, assessment of actual performance against the standards and finally taking
corrective action at the time it is necessary. Performance principles are utilized in the monetary
terms such as the revenue, costs, profits provided or other levels of quality or of customer
service. The capacity of performance can be done in several ways which depend on the standards
of performance which include the financial performance appraisals as well and the engagement
of the managers at all the levels in the managerial function of domineering to a certain degree.
“It is desirable that the function of controlling need not be befuddled with the control in
the behavioural or managerial theories in the scheming sense. This function does not imply the
managers need to attempt to control or to manipulative the personalities, values and attitudes or
emotions of their subordinates. This purpose of the management concerns the role of the
manager in taking essential actions in order to ensure that the work related activities of the
subordinates which are consistent with the contribution of the accomplishment of organisational
and departmental objectives”.
The managerial function of controlling needs the existence of plans as the planning
provides the required performance standards or objectives. “Controlling” can be considered to be
in terms of the financial criteria and the managers of the company need to control the production
and the procedures of the operation.
“5.2 Findings” :
Control was established by the manager in case of the ethical issues and problems which
he used to face at the time of dilemmas. He was powerful enough to establish the basis of all the
situations which help in the understanding of the managerial abilities in an organisation.

7MANAGEMENT AND ORGANINSATIONAL BEHAVIOUR
“5.3 Analysis” :
The leader was a great controller. He was responsible for ensuring that all the functions
were streamlined and maintained for the sake of the organisational effectiveness. Thus it helps in
concluding that the
“6. Conclusion”:
“The administration functions of planning, organising, leading and controlling. These are
measured to be the best mans of the description of the job of a manager and the best way of
classification or the manager’s job. This can also be considered to be the best possible method of
the classification of the management studies. There have been several changes in the
environment which are faced by the managers and the tools that are utilized in order to perform
the essential functions. The management functions of planning, organising, leading and
controlling are measured to be the best means of describing the job of the managers the best way
to categorization of the accumulated information regarding the study of management”. These
crucial functions are still performed by the managers.

8MANAGEMENT AND ORGANINSATIONAL BEHAVIOUR
Reference List:
Anitha, J., 2014. Determinants of employee engagement and their impact on employee
performance. International journal of productivity and performance management, 63(3), p.308.
Clarke, S., 2013. Safety leadership: A meta‐analytic review of transformational and transactional
leadership styles as antecedents of safety behaviours. Journal of Occupational and Organizational
Psychology, 86(1), pp.22-49.
Griffin, R.W., 2013. Fundamentals of management. Cengage Learning..
Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Samdanis, K., Taleb, T., Kutscher, D. and Brunner, M., 2012. Self organized network
management functions for energy efficient cellular urban infrastructures. Mobile networks and
applications, 17(1), pp.119-131.
Thomson, K. and Van Niekerk, J., 2012. Combating information security apathy by encouraging
prosocial organisational behaviour. Information Management & Computer Security, 20(1),
pp.39-46.
Wood, J., Zeffane, R., Fromholtz, M., Wiesner, R., Morrison, R. and Seet, P.S.,
2012. Organisational behaviour: Core concepts and applications. John Wiley & Sons Australia,
Ltd..
Yukl, G.A., 2013. Leadership in organizations. Pearson Education India.

9MANAGEMENT AND ORGANINSATIONAL BEHAVIOUR
Appendices:
Appendix 1:
The interview questions and answers with the manager Mark Von Arnim are given
below:
Question1: How do you plan your Workday?
- With the increased advancements in technology I can easily manage all my duties on my
phone. I can also go through the developments on different projects and check all my
tasks on my phone. It helps me form a picture and plan for the day.
Question 2: How far into the future do you plan for your job role?
- I do not plan too much into the future. I wish in taking each day as it comes. However I
try to remain ready for the day to day challenges.
Question 3: How do you plan your career and how far in the future do you plan it for?
- I was appointed as general manager of the Park Hyatt Sydney. I am a national of
Australia and my career with Hyatt spans a 22 years. I joined Hyatt regency Coolum in
the year 1992 and since that time have held positions in Perth, Melbourne and Sydney.
This was before I became the GM of Hyatt Regency Auckland in 2008.
Question 4: What is it about your job that makes it difficult to achieve goals?
- My job as a manager is challenging as there is the constant stress of achieving in all the
aspects of the business and the industry as I become answerable. There are also

10MANAGEMENT AND ORGANINSATIONAL BEHAVIOUR
difficulties in meeting the challenges of the clients. Customer relations maintenance also
becomes important.
Question 5: How to you motivate the subordinates and maintain your own motivation?
- I feel that the leadership approach of a manager is of great significance. This is because
the subordinates look up to the manager. I try to take the opinion of the people working
under me and adopt a transformational or participative leadership style.
Question 6: How do approach the task of leading others?
- The industry of hotels and hospitality is all about creativity and producing an extremely
unique experience. Therefore I try to encourage the creativity of all the people who work
under me.
Question 7: what are the things you look forward in a person who leads you?
- I look up to a manager who tries to ensure that the best performance is given by all the
people working in their respective fields.
Question 8: Whom do you see as your mentor?
- I consider the entrepreneurs like Steve Jobs, Bill Gates to be my mentors as their success
stories are inspirational.
Question 9: How do you mentor?
- I try to ensure that my subordinates think something which is not natural and which helps
in the overall success.

11MANAGEMENT AND ORGANINSATIONAL BEHAVIOUR
Question 10: How do you achieve goals by working with subordinates and fellow managers?
- I try to ensure that a proper team spirit is maintained with all the managers and
subordinates. Everyone needs to contribute towards the entire situation.
Question 11: How do you deal with the conflicts in the groups you manage?
- In case there are problems in the groups I try to get into the root of the situation. I try to
ensure that the problems are solved within the team and do not escalate further.
Question 12: How do you deal with the conflict with you and other managers?
- In case of conflicts with other managers, I try to ensure that there are no
misunderstandings with them.
Question 13: What ethical issue have you faced in your management and the way you have dealt
with it?
- It happens often that the quality of the services have to be compromised to cover the cost
of the expenses. But I have never given my agreement to such arrangements.
Question 14: How important is it for you to be aware of workplace diversity?
- I feel that workplace diversity is very important and needs to be encouraged under all
situations. The people from diverse cultures can also work better by giving diverse
varieties of knowledge and suggestions for improvement.
Question 15: Does workplace diversity give organisations a competitive advantage?

12MANAGEMENT AND ORGANINSATIONAL BEHAVIOUR
- I feel that workplace diversity indeed gives individuals a competitive advantage because
there is a vast amalgamation of skills, talents as well as experiences.
Appendix 2:
Contact details of the manager cannot be disclosed due to the reason of privacy and the
details of the Park Hyatt Sydney are being given.
Contact no: 61 2 9256 1234
Address: 7 Hickson Road, The Rocks NSW, 2000, Australia.
Appendix 3:
The entire learning experience of preparing for such a task was a great experience. i along
with my group members came to know a lot about the internal managerial functions within an
organisation. The experience was great because the internal thought processes of a manager
where also understood clearly from the responses of a manager in the interview process.
I feel in order to interview a manager, the proper interviewing skills are necessary. The
strengths of the assignment are such that, there is a proper understanding of the managerial
principles within the organisation. I feel however that the situation needs to be improved in the
perspective of the organisational perspectives. There could have been a better understanding of
the way in which the manager conducts the different principles in the organisation. I feel that the
idea of working together as a team was extremely helpful in the entire situation. Working
together as a team helps in the enhancement of the project outcomes and makes the project better
overall.