Functional Areas of Business Sharon Oliveira MGT/521 April 22, 2013 Heather Rideout Functional Areas of Business An area of a business that helps make it function is marketing and the other human resources. The roles of the managers in this area include planning, organizing, leading, and controlling. In businesses, managers have to accomplish a specific purpose and define an outline to achieve the set of goals that the business desires. Planning involves setting goals and strategies to obtain the goal.
Organizing is another role a manager obtains. They decide who does the task, what tasks chosen, how tasks are completed and who makes the decisions. Managers in these areas take a leading role. A function of a leader is to solve conflicts and influence employees as he or she works. The managers must use the most effective communication to deal with behavior issues. The last to do is the controlling function. After the planning, organizing, and leading when finished it is time to evaluate the tasks to make sure everything is going as planned.
Marketing and human resources deal with different issues and play different roles of businesses. Marketing managers Marketing managers for a long time have been appointed to manage decisions related to marketing mix. Managers, also develope a target marketing strategy and business strategy linked with marketing “by being a strong advocate for customers, and the marketing concept, and a connection between the customer and the product” (Gok & Hacioglu,).
At the functioning level, the main traditional marketing “tasks include identifying and categorizing customer segments; determining a customer’s current and potential needs; developing and executing the individual components of sales, advertising, promotion, and service programs; and determining customers’ responses to rivals’ current and potential offerings” (Gok, & Hacioglu,). The most known emerging roles given to marketers in recent marketing sources can be summarized as: “internal/external network management; knowledge generation and management; CRM; and marketing productivity and performance management” (Gok, & Hacioglu,).
Human resources manger In some businesses human resource (HR) managers have many responsibilities. Some responsibilities of HR mangers include training, assessment, hiring, firing, and rewarding employees. HR managers also oversee the responsibilities as well as overseeing the organizational leadership, culture, and ensuring compliance with employment and labor laws. “Relevant literature describes the HR department as a complex institution: ‘a multi-role unit, answering to multiple constituencies’ (Stiles and Trevor 2006, p. 62) with a lack of a clear delineation of responsibility and accountability” (Welch & Welch . . It is not clear what the roles are for HR in an organization. The doubts and uncertainties associated with “HR roles are attributed by Caldwell to ‘cross-functional boundaries, substitutable expertise, unclear accountabilities and performance measures, and invariably problematic dependence on line managers for delivery’ ” (Gok, & Hacioglu,). The table below shows the HR roles in domestic context by Story, Ulrich, and Caldwell. Table 1: C omparing HR role typologies_________________________________________ Nature of role Storey (1992) Ulrich (1997) Caldwell (2003)_______
Strategic Advisor – Advisor – Strategic partner – Change maker Change agent Change agent Operational Regulator – Regulator – Employee champion – _ Handmaiden Administrative expert Service provider (Welch & Welch). The authors shows differences in the “term ‘operational’ with more ‘strategic’ roles; the previous sources the modern HR activities, such as recruitment and payroll administration; while later involves HR management’s participation in higher level, organizational strategic planning, and decision-making” (Welch & Welch).
References Gok, O. , & Hacioglu, G. (2010). The organizational roles of marketing and marketing managers. Marketing Intelligence & Planning, 28(3), 291-309. Doi:http://dx. doi. org/10. 1108/02634501 011041435 Management, Eleventh Edition, by Stephen P. Robbins and Mary Coulter. Published by Prentice Hall. Copyright © 2012 by Pearson Education, Inc. Welch, C. , & Welch, D. (2012). What Do HR Managers Really Do?. Management International Review (MIR), 52(4), 597-617. Doi:10. 1007/s11575-011-0126-8