MGT 521: Functional Areas Of Business

Functional Areas of Business Paper
Vanessa A. Estebane
MGT/521
September 29, 2014
David Rollins
Functional Areas of Business Paper
Corporate America today has evolved into what can be seen as a world of its own. There are many different factors that play into a business and how a business functions. A manager is a key ingredient to a functional business; this will be a detailed analysis of how a manager is important to different areas of business as a whole. The functional areas of business include; management, law, human resource management, leadership, accounting, finance, economics, research and statistics, operations management, marketing, and strategic planning. For the purposes of this paper the author has elected to discuss only
The question in most employees’ minds is “What is a manager, and what is the role of a manager?” This question is difficult to answer as there are many different factors that play into the actual role of a manager. Based on the MBA Overview Module provided in the MGT/521 class, management is the practice in which a person coordinates and oversees others work in order to ensure that organizational goals are accomplished, managers are present to ensure business success by using employees wisely to make a successful business. Based on this definition it is evident that a manager is available or should be available to provide employees with the necessary coaching or training to make employees successful. In turn if the employees are successful so is the business. There have been hundreds of thousands of articles and journals in which different studies were conducted to reflect the vital role of a manager within business, these studies can provide a deeper look into what a manager role is and how a manager can provide his or her employees with the proper tools for
A manager is a leader a person that is in charge of overseeing a group of people and their actions. However, the hardest part is that there is always a hierarchy that is followed a type of chain of command that all managers must follow. This is what makes it difficult for most managers to implement certain ideas that they may have. Most of the time upper level management or leadership teams are in charge of what ideas will or will not be implemented. These functional roles include CEO’s and VP’s, and these individuals have been studied and there is sufficient information to show that they focus more on external roles not internal roles such as; managers. Managers fall under a lower level of an organization and most of the time operational roles become more important to daily workflow activities (Pavett,