Functional Areas of Business
Functional Areas of Business that Captures Interest
“Those who can manage the competencies of self-awareness, self-management, social awareness and relationship management, have consistently been found to be high performers and are able to use these skills to enhance others ' human performance” (Ladyshewsky, 2010, pp. 292-306). This statement holds true when speaking about a vast amount of the managers that are seen today. I believe that in this day and age, managers should be able to understand and interact with colleagues who work in majority, if not all areas of the organization. Although every organization needs a manager to have a defined role in all of the functional areas of business, the managerial role in Research and Statistics, Operations Management, and Strategic Planning functional areas captures the majority of my interest.
The first functional area of business that captures my interest is the Research and Statistics area. Research is the collection of the data used to formulate statistical information. The statistical information, or statistics, is commonly used to make educated decisions to benefit the organization. The manager’s role in this area of business is to analyze the statistical data that was gathered and formulated during the research process, and to make educated decisions that will ensure the company’s benefits. Statistics are the manager’s ammunition for validity of his or her decisions.
Along with Research and Statistics, another functional area of business that captures my interests is the Operations management area. Operations management is the area of the business that focuses on maximizing the efficiency of the company’s operating parameters. Depending on the structure of the organization, the operating parameters can include sales and profits, productivities, and performance. Managers use operations management to provide the company’s deliverables to its consumers. The manager’s role is to ensure that the company is operating
“Those who can manage the competencies of self-awareness, self-management, social awareness and relationship management, have consistently been found to be high performers and are able to use these skills to enhance others ' human performance” (Ladyshewsky, 2010, pp. 292-306). This statement holds true when speaking about a vast amount of the managers that are seen today. I believe that in this day and age, managers should be able to understand and interact with colleagues who work in majority, if not all areas of the organization. Although every organization needs a manager to have a defined role in all of the functional areas of business, the managerial role in Research and Statistics, Operations Management, and Strategic Planning functional areas captures the majority of my interest.
The first functional area of business that captures my interest is the Research and Statistics area. Research is the collection of the data used to formulate statistical information. The statistical information, or statistics, is commonly used to make educated decisions to benefit the organization. The manager’s role in this area of business is to analyze the statistical data that was gathered and formulated during the research process, and to make educated decisions that will ensure the company’s benefits. Statistics are the manager’s ammunition for validity of his or her decisions.
Along with Research and Statistics, another functional area of business that captures my interests is the Operations management area. Operations management is the area of the business that focuses on maximizing the efficiency of the company’s operating parameters. Depending on the structure of the organization, the operating parameters can include sales and profits, productivities, and performance. Managers use operations management to provide the company’s deliverables to its consumers. The manager’s role is to ensure that the company is operating
References: Cable, D., & Judge, T. (March 2003). Managers ' Upward Influence Tactic Strategies: The Role of Manager Personality and Supervisor Leadership Style. Journal of Organizational Behavior, 24(2), 197-214. Ladyshewsky, R. K. (2010). The Manager as Coach as Driver of Organizational Development. Leadership and Organizational Development Journal, 31(4), 292-306.