A business is nothing without its required key players being the managers and upper management staff. There is a massive role that these people play in the industry. There are various levels in the chain of command. There are executive level management, Directors and managers that are for the most part the lowest ranking of managers. Some organizations have positions as team leader that are also included in the management staff. When we get in to the topic of management and their functional areas in business we are referring to those at an upper management level. The main drive or task these mangers uphold is to make sure that the goals and company vision is achieved. This is particularly the functional area of management. For the most part you will find an upper management in the following areas in the company Providers Relations, Information Technology department, Marketing and Sales, Quality, Operations Management, Finance and definitely in Human Resource Management. We will analyze the diverse roles these managers play in the functional areas of business. Now that it is clear the most important job is held by the management we will go into details of the different functions they have in the business area. Day to day there are many crucial decisions that are being made and it is the mangers responsible to make the best choice for the company. Their choices lead to the possible success of a company. The manager roles consist of supervising and managing the overall performance of staff that reports to them. Being responsible for the growth and the increase of finances and revenue and being completely able to identify when things aren’t working and going back to the drawing is necessary. The roles of a manager in a functional business are as follows developing strategies, reporting the number of the months, analyzing report and new strategies and giving recommendation of the development of the company...
Gillen (2000) using case studies of several managers pointed out some of the ways in which effective managers in their everyday behaviors contributed to the learning needed by the organization to make the successful implementation of strategic decisions possible. He argued that organizations are more successful and adaptable when managers accept the role of a leader of learning and very carefully focus on the learning imperatives of various strategic decisions and that considerable differences exist between more effective and less effective managers in such behaviors (Gillen, 2000)
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