Functional Areas of Business

Functional Areas of Business Paper

University of Phoenix
MGT-521 Management

Functional Areas of Business Paper

According to Colter and Robbins (2012.), the role of a manager in business involves
coordinatingandoverseeingtheworkactivitiesofotherssothattheiractivitiesarecompleted
efficientlyandeffectively.The role of a manager requires efficiency, achieving the most

Functional Areas of Business

outputs from the least amount of inputs, coupled with effectiveness, completing organizational
activities to achieve those goals (Colter & Robbins. 2012.). In their abstract Prevodnik and
Biloslavo define a manager as someone who uses authority and reason for efficient and
effective problem solving and to mobilize, coordinate, and control organizational resources by
the use of standardized procedures that are a part of organizational policy (Prevodnik &
Biloslavo. 2009). To obtain such efficiency and effectiveness, the manager must be carry out
certain functions. In the role of manager, these four functions are defined as planning,
organizing, leading, and controlling (Colter & Robbins. 2012.). This paper will discuss the role
of a manager within those functional areas of business.
Planning is the process by which organizational goals are set, strategies are established,
and plans are developed to facilitate meeting those goals (Colter & Robbins. 2012.). Without an
effective and well thought out plan little progress will occur and valuable resources of time,
money, and opportunity will be lost. An organizations purpose, goals, and how those goals will
be achieved, must be clearly defined to prevent such losses from occurring (Colter & Robbins.
2012.). Doing so allows the process of planning to occur and subsequently, strategies to be
developed. The role of the manager may involve aspects of planning, from inception to
implementation or limited to the planning of one specific function such as human resource
management. In their article Kelly and Lee (2010), contend that managerial effectiveness relies
on a managers ability to understand the different roles and conditions that occur with short-term
and long-term planning (Kelly & Lee. 2010).
Organizing is the function that requires a manager to define the specific tasks to be
performed, the individuals who are responsible for carrying out those functions, in what manner
those tasks will be categorized, who has accountability, and in what aspect decisions are made

Functional Areas of Business

(Colter & Robbins. 2012.). An organized company structure permits for smoother operations
and evaluation of ongoing business operations to ensure organizational goals continue to be met
and desired outcomes are achieved (Kelly & Lee. 2010). Accountability is imperative to keeping
an organization on task by defining who will perform what functions and allow for monitoring
and evaluating of those functions.
Leading is the process that involves motivating and inspiring subordinates, resolving
group conflicts, influencing employees or teams of employees they manage, communicating
through effective channels, and resolving, or solving employee behavior issues (Colter &
Robbins. 2012.). Thus, managers must have a solid understanding of his or her organizational
objectives, the activities necessary to achieve said goals and how to assemble effectively,
develop, and oversee a team of individuals who will work toward achieving those goal
effectively and efficiently. According to Colter and Robbins (2012), Good managers anticipate
change, exploit opportunities, correct poor performance, and lead their organizations. By
implementing proper management, sustainable solutions, and maintaining high employee morale,
leadership is established, and organizational objectives are more readily accomplished (McGrew.
2011.).
Controlling is the method and means by which performance is monitored and evaluated.
These functions include comparing the efficacy of performance, achievement of set goals, and
when necessary, correcting any function not effective or adequately meeting those goals (Colter
& Robbins. 2012.). Controlling puts into place metrics to evaluate and determine if
organizational goals and desired outcomes are sufficiently attained. Kelly and Lee contend that
controlling does not necessarily imply a micro-manage type of style. Control can be maintained
by assuming a number of roles, thus allowing managers to be less authoritative yet highly

Functional Areas of Business

participative (Kelly & Lee. 2010). By empowering employees and teams through comprehension
of developments and motivating them to explore alternate ideas, managers provide them
opportunities to become innovation champions (Kelly & Lee. 2010). Such an approach in
todays market is vital for organizational success and growth.
In conclusion, the managers role is vital to the success and sustainability of an
organization. Ensuring that all four functions, planning, organizing, leading, and controlling are
in place and effectively carried out is essential to meeting established goals and desired
outcomes. Although the specifics and scope of these functions may alter and change within the
life span of an organization, the importance, and necessity of carrying out these functions does
not.

References
Coulter, M., & Robbins, S. P. (2012). Management (11th ed.). Upper Saddle River, NJ: Prentice
Hall. Retrieved October 12, 2013 from: Apollo database
Kelley, D., & Lee, H. (2010). Managing Innovation Champions: The Impact of Project

Functional Areas of Business

Characteristics on the Direct Manager Role. Journal Of Product Innovation
Management, 27(7), 1007-1019. doi:10.1111/j.1540-5885.2010.00767.x
McGrew, S., (2011). Organizational Behavior Paper. MGT-307 Organizational Behavior and
Group Dynamics. Retrieved October 12, 2013 from Apollo database.
Prevodnik, M., & Biloslavo, R. (2009). Managers and leaders in organizations of a posttransition economy. Organizacija, 42(3), 87. doi:http://dx.doi.org/10.2478/v10051-0090006-1