Explain what managers do and how management style varies
Connect managerial functions and roles to business performance, then select a leadership style for the task and workforce.
Cambridge International AS & A Level Business 9609, 2026–2028 syllabus and 2029 syllabus, section 2.3.1. Cambridge states that the 2029 syllabus has no significant changes affecting teaching. This lesson maps only its named section; other sections and full paper practice remain separate. Written practice is self-checked
Before you begin
- No previous business course is assumed. Use the lesson's definitions before applying them to the business context.
Work on paper. Try each question before revealing help, and explain why your method works.
Quick readiness check
Which traditional management function sets goals and anticipates resources?
What you will learn
- Explain planning, organising, directing and controlling
- Compare Fayol's and Mintzberg's views of managers
- Assess management styles and Theory X and Theory Y
Managers coordinate people and work
Traditional functions include planning goals and resources, organising work, directing activity and controlling results. Managers can contribute by coordinating knowledge, decisions, resources and performance.
Fayol described broad management functions and principles. Mintzberg observed the varied interpersonal, informational and decisional roles managers perform in practice. The frameworks emphasise different ways of understanding the manager's work.
Style should fit the situation
Autocratic managers make decisions with limited worker input; democratic managers involve employees; laissez-faire managers allow substantial independence; paternalistic managers make decisions while presenting themselves as acting for employees' welfare.
McGregor's Theory X assumes workers need close direction or control; Theory Y assumes people can be self-directed and responsible under suitable conditions. These are management assumptions, not fixed descriptions of every employee. Style should fit risk, urgency, skills and the task; no style is best in every context.
Pause and explain
When could a directive management style be appropriate?
Worked example
A chemical spill requires an immediate evacuation. Which management style may fit the first response, and what may be appropriate after the emergency?
Show the worked solution
- Immediate safety requires clear, fast instructions.
- A directive approach may be appropriate during evacuation.
- Afterward, managers can consult staff to review procedures and improvements.
Answer A directive or autocratic approach may suit the immediate evacuation because clear action is urgent. After the danger passes, consultation can help workers identify causes and improve the emergency plan.
Try a topic test
Choose Easy, Normal or Difficult. Save your answers and open worked review after finishing.
Test this topic →From guided practice to a new situation
Write your answer and reasoning first. Use a hint only if you are stuck. The model solution is for self-checking; your written work is not automatically marked.
A new team is skilled but unclear about who approves customer refunds. Explain how organising and controlling could help.
Give me a hint
Clarify responsibilities first, then monitor whether the process works.
Compare my reasoning
- Organising can assign authority and escalation routes.
- Controlling can review approval times and errors.
- Adjust the process using evidence and team feedback.
Organising can define who approves which refunds and how cases are escalated. Controlling can compare approval times and error rates with standards, then revise the process using evidence and staff feedback.
Look for these in your work
- Functions distinguished
- Process applied
- Review evidence
A manager believes workers avoid responsibility, but the team has repeatedly proposed useful improvements. Apply Theory X and Theory Y carefully.
Give me a hint
Treat the theories as assumptions and compare them with evidence.
Compare my reasoning
- The manager's belief resembles a Theory X assumption.
- The team's proposals suggest some workers may take initiative under suitable conditions.
- Test a bounded delegation approach instead of assuming a universal type.
The manager's assumption resembles Theory X, while the proposals suggest the team may show initiative consistent with Theory Y under suitable conditions. A bounded delegation trial can test capability and support without treating either theory as a permanent label.
Look for these in your work
- Assumption linked
- Evidence considered
- Conditional test recommended
A paternalistic manager introduces a wellbeing policy without asking employees what they need. Explain a possible strength and weakness.
Give me a hint
Consider care and support alongside worker voice and accuracy of the manager's assumptions.
Compare my reasoning
- The policy may provide support and show concern.
- Without consultation it may not match actual needs or gain trust.
- Ask employees for evidence and revise the policy if needed.
The policy may provide support and signal concern, but a paternalistic approach can misjudge what workers need if it excludes their voice. Consultation and outcome review can make the policy more relevant while keeping clear responsibility.
Look for these in your work
- Potential benefit
- Participation limitation
- Improvement stated
Common mistakes
- Calling democratic management the best style in every situation
- Treating Theory X and Theory Y as labels that prove worker character
- Confusing controlling performance with controlling every decision
What can you explain now?
Which traditional management function sets goals and anticipates resources?
Compare with the explanation
Planning
Planning determines intended objectives and actions.
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Make it stick
Name the four traditional management functions and describe when one style may suit a specific task.
If you needed the solution, close it and solve the problem again from a blank page. A correct answer is stronger when you can explain the reason for each step.