(a) Organizational Behaviour: This functional area studies how individuals, groups, and structures impact behavior within organizations to improve effectiveness. In Ghanaian banking, it applies to understanding employee motivation under stress from BoG regulations, using theories like Maslow’s hierarchy to enhance productivity and compliance with governance directives, preventing issues like high attrition seen in post-cleanup banks.

(b) Marketing Management: Involves planning, implementing, and controlling marketing activities to satisfy customer needs profitably. For banks like Access Bank Ghana, it includes promoting digital products compliant with Act 987, using segmentation and branding to compete in a fintech-driven market, driving customer acquisition amid post-DDEP recovery.

(c) Production Management: Focuses on efficient creation of goods/services, though less direct in banking, it analogs to “producing” financial services like loan processing. It emphasizes quality control and resource optimization, aligning with BoG’s operational risk standards to minimize errors in transaction handling.

(d) Operations Management: Oversees the day-to-day processes transforming inputs into outputs, ensuring efficiency in banking operations like teller services and ATM maintenance. In Ghana, it involves applying lean principles to comply with liquidity guidelines, reducing costs and improving service delivery in volatile economic conditions.

(e) Human Resource Management: Manages workforce acquisition, development, and retention to achieve organizational goals. In banks, HRM handles recruitment per BoG’s directives, training on cyber security, and performance appraisals, fostering a skilled workforce resilient to challenges like the 2017-2019 cleanup and ongoing ethical practices.