Functional Areas of Business

Jonah Mock

MGT/521

27July2015

Mr. James Reding

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Functional Areas of Business

Apposite management fulfills essential capacities throughout industry, and essentially,

serves as the chassis that buttresses development activities therein. Prosperous businesses can

most-often attribute their successes to exceptional leadership, and innovations to their potent

management structure. Whether in the infancy of a new business, or mounting reform within an

established corporate structure, it is the individuals in these roles who promote moral and

spearheads strategic concepts in effort to achieve the vision of their organization.

Dependent on the industry and structure, managers within a company perform a variety

of differing roles. One vital role puts them to the fore of any business planning or changes within

an establishment. This is a function that involves development of ideas and strategies, setting

associated objectives, implementing necessary processes, and then tracking its progress. Skills

with such provisions are an integral function of management, as the outcome will typically

substantiate whether a good or bad plan was had. Be that as it may, managers are usually aware

of all the strengths or weaknesses, and past successes of various plans that had been put in place

(Emeraldinsight, 2015). As such, they define the plan from a point of experience, wherefore;

odds of having an infallible plan at hand increase exponentially. Nevertheless, management must

first communicate any such plans appropriately, and maintain those channels to ensure proper

implementation.

Management’s role in organizing various business functions, ranging from human

resources to accounting to research and development, plays a crucial role within an

organization’s structure, and ultimately its success. No matter the division, management heeds

the responsibility of maintaining each function at a productive and efficient level. These

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managers possess an acute understanding of the plans in place for their companies; whereto

direction of day-to-day operations of the business should be seamless.

Still and all, even the mightiest ships can sink. Large corporations, like, Enron, have

suffered because of incompetence within company leadership. Therefore, the argument can be

made that company leadership is one of the most important parts of any business; this begins and

ends with the manager of the organization. In this leadership position the manager is not only the

figurehead for the organization, but is also a beacon for strength for his or her employees. This is

accomplished through certain pillars of governance and a strong core of values consistently

upheld by management. Dumitrascu (2014) emphasized the leadership role in a functional

organization:

The vision becomes reality only when the organization begins to function naturally,

organically, in the spirit assumed by the vision. In other words, the value system of

mangers in leadership roles needs to be moral, consistent, and aligned with the core

principles of the company. When this is achieved subliminal mental programming is

synchronized within the heads of the company’s employees. This collective mental gives

the organization a unique identity, materialized in a body of solid values, deeply rooted in

the organizational experiences and which, at their turn, impregnate the members’ work

behaviors. (p. 57)

It is to say, then, that a quintessential aspect of good management is creating mainstays on which

the company can grow and prosper. With the company’s vision in mind, managers need to create

goals that align with that vision, and in turn, those goals will help direct employees to the

priorities of their role toward accomplishment of the set goals. A manager helps maintain this

foundation of aligned values and moral by adequately recognizing achievement therein. Whether

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by way of reward programs, or bonuses, or even just a deserving pat on the back, incentives of

any kind are valuable tools that managers should perpetuate—sincerely—throughout their

organization. Dumitrascu (2014) affirms, “Positively rewarding top employees in these ways are

tremendous motivators, and can generate exponential growth of the company without losing

sight of the main goal” (p. 57).

Conceivable roles in management are arguably endless, dictated primarily by industry,

organizational structure, etc., along with additional variables inherent of character. Be that as it

may, to manage is to maintain control—by very definition—and as such, “controlling” serves as

management’s fundamental function: system which controls organization. Nonetheless, from the

sustainment of this control emerges layer upon layer of subsequent controls, or, functions,

wherefrom forms the underpinnings of any business, heeding the vision, and cultivating

progress.

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References

Dumitrascu, V. (2014). LEADERSHIP FUNCTIONS IN MODERN BUSINESS

ORGANIZATIONS. Knowledge Horizons.Economics, 6(1), 57-59. Retrieved from

http://search.proquest.com/docview/1537950250?accountid=458

Emeraldinsight. (2015). Increasing employee engagement. Strategic Direction, 3 (2), 34-36.

doi:10.1108/SD-12-2014-0172

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