Functional Areas of Business
Functional Areas of Business
Roles of a manager within the functional areas of business are important for the success of any organization. Functional areas are classified under four category and they are planning, organizing, leading, and controlling. Intensive focus of these functional areas is critical for managers to ensure business success through efficiency and the effective use of employees.
Planning
The first step in the management function is planning because planning is the basis for all the other functions. In the planning process the goals are identified and the different ways to achieve the goals are also identified. Planning lays the course of action for everyone. Goals and objectives are set and plans to achieve them are showed in the plan. Planning encompasses outlining the organization’s goals, establishing strategies for attaining those goals, and creating plans to incorporate and manage work activities (Robbins & Coulter, 2012).
Everyone under management including managers gets direction from planning. It shows the path for everyone involved to accomplish and contribute to the goals of their organization. The efficiency of the organization is increased with planning. Planning helps managers to be proactive. Improper or no planning increases uncertainty in an organization because managers are not looking ahead or not being proactive. Redundant work will be reduced with effective planning.
Organizing
The next step in the management function is organizing. Planning resources and assigning resources are key process to achieve objectives of an organization and it is considered as key part of management function. Organizing structures the goals of an organization and helps the organization to achieve these goals. These goals can be organized into groups of task or measurable tasks. Organizing is considered to be important for managers. The goal of organizing is to first distribute work into specific jobs. Then assign the responsibilities for
Roles of a manager within the functional areas of business are important for the success of any organization. Functional areas are classified under four category and they are planning, organizing, leading, and controlling. Intensive focus of these functional areas is critical for managers to ensure business success through efficiency and the effective use of employees.
Planning
The first step in the management function is planning because planning is the basis for all the other functions. In the planning process the goals are identified and the different ways to achieve the goals are also identified. Planning lays the course of action for everyone. Goals and objectives are set and plans to achieve them are showed in the plan. Planning encompasses outlining the organization’s goals, establishing strategies for attaining those goals, and creating plans to incorporate and manage work activities (Robbins & Coulter, 2012).
Everyone under management including managers gets direction from planning. It shows the path for everyone involved to accomplish and contribute to the goals of their organization. The efficiency of the organization is increased with planning. Planning helps managers to be proactive. Improper or no planning increases uncertainty in an organization because managers are not looking ahead or not being proactive. Redundant work will be reduced with effective planning.
Organizing
The next step in the management function is organizing. Planning resources and assigning resources are key process to achieve objectives of an organization and it is considered as key part of management function. Organizing structures the goals of an organization and helps the organization to achieve these goals. These goals can be organized into groups of task or measurable tasks. Organizing is considered to be important for managers. The goal of organizing is to first distribute work into specific jobs. Then assign the responsibilities for
References: Kaplan, S., Cortina, J. R., Ruark, G., LaPort, K., & Nicolaides, V. (2014). The role of organizational leaders in employee emotion management. A theoretical model. The Leadership Quarterly, 25(3), 563-580. doi:leaqua.2013.11.015 Robbins, S. P., & Coulter, M. (2012). Management (11th ed.). Upper Saddle River, NJ: Prentice Hall.