...Role of a Manager within the Functional Areas of Business Jennifer Nunez University Of Phoenix Role of a manager within the functional areas of business Managers in a business are the brain of the business and therefore, considered the most vital aspect of business. Managers are the coordinators and administrators of the business. For a business to succeed, managers are assigned different functions in the most vital departments of the business (Cook & Macaulay, 2013). These departments include human resource, finance, marketing and, operations. The departments oversee the critical segments of the business allowing the business to run smoothly with the help of managers who have specified roles for each department. The roles of the managers in each department are unique considering the difference in the requirements and activities of the departments. The functional areas of a business are run by managers who are responsible for all activities and provide reports to the main governing body of the business. The role of managers in all functional areas of the business is critical for the success of the business (Cook & Macaulay, 2013).. The human resource of the business is an important department because it deals one-on-one with employees of the organization. The purpose of human resource is essentially to reinforce the relationship of employees and their employers. The manager is therefore expected to foster the goal of human resource...
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...Functional Areas of Business Most organizations base their company structure on several functional areas. The functional areas typically seen in business include finance, marketing, information technology, human resources and, operations (Coulter & Robbins, 2012). The functional areas of business must work together to insure the success of the organization. This paper will discuss the role of management in these functional areas of business. Management Management’s primary function is to guide an organization to meet the company’s vision, goals and objectives successfully. Productive managers understand that effectively planning, organizing, directing and, controlling are essential business functions in order for an organization to run smoothly (Coulter & Robbins, 2012). A functional manager is an individual who has controlling authority over a specific department within a business. Functional managers generally communicate within that specific department and with each other. The departments typically found in most business structures include finance, marketing, information technology, human resources and, operations. Finance The finance department is responsible for managing the organization’s budget, figuring out financial projections for the company, monitoring the company’s cash flow, future financial obligations and investments. It is imperative that the finance manager collaborate across business functions to determine how to best distribute and manage the business’...
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...The role of a manager within the functional areas of business Amir Yousef MGT/521 December 8, 2014 The University of Phoenix Abstract “When a business has implemented a successful planning process, every employee can see a clear link between the overarching company direction and the work they perform.” (Capezio, P. J.) The role of a manager within the functional areas of business Introduction “When a business has implemented a successful planning process, every employee can see a clear link between the overarching company direction and the work they perform.” (Capezio, P. J.) According to Robbins and Coulter study (2012), the management concept can be defined as an individual who coordinates and oversees the work of other people so that organizational goals can be accomplished in an efficiently and effectively manner. This efficient and effective aspect of the managerial process requires that managers are doing the right thing in the right way (Robbins and Coulter, 2012). So the role of manger is to help others doing their work. However, the managerial part of the management process is addressing Mintzberg’s theory, which explains what managers do at work through specific actions. A manger should be capable of performing all facets of the managerial functions of planning, organizing, leading and controlling in any organization (Robbins and Coulter, 2012). A Functional Manager is in charge of a specific business unit. direct, technical supervisor Here...
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...Functional Areas of Business Barbara Butkiewicz MGT/521 June 6, 2014 Rodney Klein Functional Areas of Business Barbara Butkiewicz MGT/521 June 6, 2014 Rodney Klein Abstract Operating a business is a complex task which involves many facets. The MBA Overview Model defines eleven functional areas of business, including management, law, human resource management, leadership, accounting, finance, economics, research and statistics, operations management, marketing, and strategic planning. In order to succeed in business, the organization must bring together the functional areas accordingly to achieve organizational goals. A critical role in any business is the manager. The manager plays an important part in utilizing each area to align the organization collectively towards economic prosperity. In this paper, I will examine the role of the manager in each of the functional areas of business. A business organization is a very complex structure. In order to be successful, a business needs to coordinate and organize many areas within the organization to achieve its mission. According to the University of Phoenix’s MBA Overview Model (2014), the functional areas of business include management, law, human resource management, leadership, accounting, finance, economics, research and statistics, operations management, marketing, and strategic planning. An essential component to any business that intertwines the functional areas is the manager. The role of the manager...
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...Role of a manager within the functional areas of business Managers in a business are the brain of the business and therefore, considered the most vital aspect of business. Managers are the coordinators and administrators of the business. For a business to succeed, managers are assigned different functions in the most vital departments of the business. These departments include human resource, finance, marketing and, operations. The departments oversee the critical segments of the business allowing the business to run smoothly with the help of managers who have specified roles for each department. The roles of the managers in each department are unique considering the difference in the requirements and activities of the departments. The functional areas of a business are run by managers who are responsible for all activities and provide reports to the main governing body of the business. The role of managers in all functional areas of the business is critical for the success of the business. The human resource of the business is an important department because it deals one-on-one with employees of the organization. The purpose of human resource is essentially to reinforce the relationship of employees and their employers. The manager is therefore expected to foster the goal of human resource in a business (Suttle, 2014). The manger is responsible for the competence of all employees of the business. The role of a manger in the human resources department ensures...
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...------------------------------------------------- What is a Project? Learning Objectives After completing this topic, you should be able to * recognize examples of a project * identify the characteristics of a project 1. Project characteristics Projects make up almost half of the work that most organizations do. Organizations use projects to help meet their strategic goals. In terms of strategic goals, projects may help an organization meet changes in market demands, customer requests, or organizational requirements. They may also help an organization make the most of technological advances or meet legal requirements. Select each strategic goal for examples. ------------------------------------------------- Market demands ------------------------------------------------- The goal of a project may be to respond to increases or decreases in market demands. For example, car manufacturers research and design fuel-efficient cars to meet market demands for greener products. ------------------------------------------------- Customer requests ------------------------------------------------- Projects may help organizations satisfy customer requests. A call center may use a project to upgrade its computer systems based on requests for faster response times. ------------------------------------------------- Organizational requirements ------------------------------------------------- Projects can help meet changes in organizational requirements. So a company...
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...Functional Areas of Business Managment 521 May 4, 2013 Functional areas of business Technical assistance has become one of the most important aspects of business over the past ten years. More and more companies are implementing and or improving their technical use within the company. Whereas technical support is important, incorporating supportiveness throughout the business helps to make the work environment tranquil. Employees, no matter what age, who are comfortable and happy to come to work, are going to work effectively, efficiently, and diligently. Thus, helping the company excel and strive for greatness. Even though the older generation needs more training and support to gain technical knowledge, the importance of technical support within a business and management because technical support is needed for the advancement of a company and technical support is needed for running the business's day-to-day operations. Technical support is one of the major growing areas across a majority of businesses in the world today. There are an abundance of companies trying to implement new and advanced technology into their field. “According to statistics Canada (1996) less than one quarter of employed people used computers at work during the early 1980s; this figured increased to 48% in 1994” (Methot, 1998). Take the medical field for example; they are rapidly trying to change from actual paperwork to electronic paperwork. Not only to make the searching of data and information...
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... to budget and to the required quality standard (within agreed specifications). He/she ensures the project is effectively resourced and manages relationships with a wide range of groups (including all project contributors). The Project Manager is also responsible for managing the work of consultants, allocating and utilising resources in an efficient manner and maintaining a co-operative, motivated and successful team. Responsibilities • • • • • • • • • • • • • • • • • • • • Managing and leading the project team. Recruiting project staff and consultants. Managing co-ordination of the partners and working groups engaged in project work. Detailed project planning and control including: Developing and maintaining a detailed project plan. Managing project deliverables in line with the project plan. Recording and managing project issues and escalating where necessary. Resolving cross-functional issues at project level. Managing project scope and change control and escalating issues where necessary. Monitoring project progress and performance. Providing status reports to the project sponsor. Managing project training within the defined budget. Liaises with, and updates progress to, project board/senior management. Managing project evaluation and dissemination activities. Managing consultancy input within the defined budget. Final approval of the design specification. Working closely with users to ensure the project meets business...
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...Managers are generally the head of a department or functional area within an organization, for example marketing, operation management or human resource management. They have specific responsibilities depending on the needs and wants of the organization. The job description of a manager varies from organization to organization. However, the role of managers within the functional areas of a business involves planning, organizing, leading and controlling. According to French and Henning (1966) showed that the traditional definition of one functional role, of a personnel manager, is misleading. Their study of the personnel manager in twenty five firms revealed that: he does not have the same degree of authority in each area of his responsibility and his authority varies from one type of decision to another even with a single area of responsibility (Henning and Mosely, p. 482. para. 2.). The type of a manager holds has some influence on the perceived importance of the managerial roles. According to the functions approach, a manager performs certain activities or functions as they effectively and efficiently coordinates the work of others. The job of a manager may include several different specialties and require behaviors that are neither dramatically different nor exactly the same as any particular functional specialist (Pavett and Lau, 1983, p. 175). The role of a manager is specific action or behavior expected of and exhibited by him. The manager’s role involves such functions...
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...Functional Areas of Business How often do managers fail? Statistic shows that 50% or more of middle managers fail to achieve the expectations of those who promote them (Business Know-How, 2014). It is apparent with statistic like this it is a difficult job to be an effective manager. Many managers assume that managing a business is just an extension of managing themselves and their personal lives. In fact, becoming a successful manager requires personal development, as well as, a desire to learn and such a transformation does not occur overnight. A manager who wants to advance in the organization must also acquire knowledge of certain functional areas of business. Having a clear understanding of these functional areas enables a manager to make comprehensive business decisions. In this paper different functional areas of business will be identified. In addition, the role of a manager within these functional areas will be analyzed. What does the term functional area of business mean? All successful businesses must operate a number of functions to ensure the business runs smoothly, and these functions link to the goals and objectives of the business. “In large, organizations employees are arranged into departments specializing in certain tasks. These tasks are considered functional areas” (Slide Share, 2014). There is no fixed rule in determining what main functional areas of business are. However, successful structured organizations incorporate the functions listed...
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...Functional Organization : Functional Organization contains specialized units that report to a single authority. Specialized units contain personnel with various but related skills grouped by similarities. Each unit handles one aspect of the product or service provided. Management is responsible to coordinate and mash all units’ efforts. Pros: Simplicity - Focus on a single product or service. Stablity - Business strategies are less inclined to need changes or updating. Specialization - Employees grow within one specified field so that they can perfom well. Also, specialized units report only to a single authority, which is different from Matrix Organization Cons: Communication - Does not encourage interdivisional cooperation and knowledge sharing - It takes time to materialize every decision. - All of them are so distinct from each other’s viewpoint. - Narrow and limited - Too much focus results in neglecting the bigger picture and work efficiently towards a common goal. Divisional Organization : Divide the organization according to the type of work, region, or product. This structure divides the employees based on the product/customer segment or geographical location. Pros : - Allows flexible and quick response to environmental changes and it also enhances innovation and different strategies. - Multiple Choice of product to fulfill the manufacture line...
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...1) Cisco suffered from inertia when an attempt was made to engage business management in selecting software for their individual areas, and/or agreeing to participate in the ERP implementation project. List and explain reasons why management would hesitate to become engaged in the IT process/project. Blow is the reasons why management would hesitate to become engaged in the IT process/project. In the first place, the company’s CIO planned to let each functional area make its own decision regarding the application and timing of its move. The management wanted Cisco to keep with its tradition of standardization which shows the organizational and budgetary structures the CIO of the company had installed upon his arrival. In this tradition of standardization, all functional areas would be required to use common architecture and database. Although the existing application did not provide the degree of redundancy, reliability and maintainability the company’s business needed and the company’s significant growth prospects convinced the management the company needed a change, what they did would just run over the legacy systems they had in place and constantly band-aid the existing systems. No one really throw out the legacies and do something big. The management thought the autonomous approach to systems replacement they had adopted was going to be sufficient. Secondly, the management would hesitate to become engaged in the IT process born out of concerns about the types of “mega-projects”...
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...* Managing Information Systems * Objectives * To understand the role of IS within organisations * To understand the diversity of types of IS within a business / organisation * To understand relationships between IS and business functions * Topics * Types of Information System in Organisations: * By organisational level * By function within organisational level * Examples in functional areas * IS at the Organisational Level * IS at the Organisational Level * Operational-level * Elementary activities and routine transactions * Data current and accurate * Knowledge-level * Support knowledge and data workers * Integrate new knowledge into the business * Office automation * IS at the Organisational Level * Management-level * Periodic monitoring, control, decision-making and administration * Is the business working well? * Strategic-level * Long-term (e.g. 5 year) planning and strategy * Internal and external information * Examples * What examples can you think of at the different organisational levels? * Types of IS * Transaction Processing Systems (TPS) * Knowledge Work Systems (KWS) * Office Automation Systems (OAS) * Management Information Systems (MIS) * Decision-support Systems (DSS) * Executive Support Systems (ESS) * Transaction Processing Systems * Knowledge Work Systems * Office Automation Systems ...
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...request of concerned business unit or functional area. Most of them are small to medium in terms of both length of project execution and size and they were handled informally without any standard practice. As per the Director of applications, they do have lot of operations project but very less number of enterprise applications. As per him, when they began to take a look at what they needed to do in the future, they realized that they had to really hone our skills to be able to move more aggressively and sure-footedly...
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...The Role of a Manager within the Functional Areas of Business Fabrice Akadje MGT/521 January-20, 2014 A manager is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. In a sense helping other do their work. In business, the functional area are management, law, human resources, leadership, accounting, finance, economics, research, operations manager, marketing and strategic planning. (University of Phoenix,2013).Although a manager role is important in all those aspect in the functions of a business, We will take a closer look at the human resources manager and the project manager as they tend in a business. During the 1980s, personnel departments were responsible for handing out applications, providing employees with insurance enrollment forms and processing payroll. The role of the personnel department was mainly administrative. Over the next two decades, the role of personnel administration became more involved with overall business goals. Companies began to recruit human resources leaders who were capable of managing the department from a more strategic position. Personnel administration, therefore, evolved into a business now referred to as human resources management. (Ruth Mayhew, 2014) Human resources manager (HRM) plan, direct, and coordinate the administrative functions of an organization. They oversee the recruiting, interviewing, and hiring of new staff; consult with top executives on strategic planning;...
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