Functional Areas of Business

Topics: Management, Organization, Human resource management Pages: 3 (906 words) Published: September 7, 2013
Functional Areas of Business
Nicole Wright
July 8, 2013

Functional Areas of Business
Organizations are made up of various functional areas that keep the business together to run smoothly and organized. The functional areas that required management are legal, human resources management, accounting, finance, economics, research and statistics, operations management, marketing, and strategic planning. Managers play a vital role in every functional area that exists in an organization because they coordinate and oversee the work of others to ensure organizational goals are being accomplished (Robbins & Coutler, 2010, p. 6). Also, managers are now taking on the role as coaches because it is “becoming a popular organizational development strategy and is designed to help employees address individual functional knowledge gaps and skills” (Ladyshewsky, 2010, para. 1). Within this paper, the management role will be analyzed in each functional area of business. Management in the Legal Functional Area

The legal area of the business exist to serve the purpose of protecting the organization from intellectual property and to resolve issues that cross the legal line. The competency that managers need to strongly have in the legal area is listening, resiliency, and negotiation (Wickramasinghe & Zoyza, 2009). Management will need to use their competencies when ensuring the organization’s operations are legally sound and the overall business is complying with the regulations and requirements set by the state, federal, and international government. Management in the Human Resources Management Functional Area The Human Resources Management is the functional area that focuses on issues related to all staff within the organization such on salaries, hiring, benefits, performance, individual development, administration, and training. Management within this functional area is vital to the organization because to “achieve...

References: Ladyshewsky, R. K. (2010). The manager as coach as a driver of organizational development. Leadership & Organization Development Journal, 31(4), 292-306. Retrieved from the ProQuest Database.
Robbins, S. P., & Coulter, M. K. (2010). Management. Upper Saddle River, NJ: Pearson Prentice Hall.
Wickramasinghe, V., & Zoyza, N. D. (2009). A comparative analysis of managerial competency needs across areas of functional specialization. The Journal of Management Development, 28(4), 344-360. Retrieved from the ProQuest Database.
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