Functional Areas of Business: The Role of the Manager Essay examples

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Functional Areas of Business: The Role of the Manager
Organizations come in different sizes. A small business can function with one or two people completing all the tasks and making all of the decisions. However, if an organization increases in size and business activity, one or two people will need a team of people so the business can function properly. The structure of the business will have to change to accommodate the increasing operations and demands. The changing structure of the company will lead to functional areas, which will allow the business leaders to delegate responsibilities based on grouped activities.
Functional Areas As an MBA student, the author has been introduced to the functional areas of business through the
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The business will require managers to oversee and ensure that the business operations are effective and successful.
Role of the Manager
In an organization, a manager has a substantial duty to the company and his or her team. The essential roles and responsibilities of a manager include planning, organizing, leading, and controlling.

The planning part of a manager involves activities that define the goals of the business. Some of the activities include performing an audit of the current situation (internal and external), deciding on the necessary resources to reach goals, and coordinating the activities and processes involved in planning (Robbins & Coulter, p. 9). Organizing involves creating a structure that integrates the activities planned. In this role, the manager will define the activities, determine how to group them, and delegate to achieve the organizational goals (Robbins & Coulter, p. 9). Leading involves providing the team with the necessary guidance and motivation to reach their goals (Robbins & Coulter, p. 9). The leading role requires clear communication, setting proper performance standards, recognition of superior performance, and fairness in praise. Controlling is monitoring to make sure that the actual result is in-line with the planned outcome (Robbins & Coulter, p. 9). A manager may review and adjust controls, find deviations and the causes for these deviations, and make changes (Robbins & Coulter, p. 9).
The functional

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