The role of a manager within the functional areas of business

            The role of a manager responds to the elements of expecting, organizing, commanding, coordinating, and controlling ( Robbins & Coulter , 2012). The Manager of the company plays an important role in functional management, as it should translate into their specific reality of process management, and indeed must act as a leader in the change process. A manager must have a global vision, so he should have plans for short and long term, pursue its evolution to detect deviations, difficulties and act accordingly to the immediate necessities.
            The management processes sometimes requires specific resource allocation or reallocation of existing resources. The Manager prioritizes the allocation of the resources that sometimes are often scarce.
            Basically manager functions are: Planning, Organizing, Managing, and Controlling ( Cieslinska , 2007 ) . The performance of these four basic functions is the so-called management and administrative process. Considering this, a manager hereinafter responds to a board of management and administrative process.
            The elements of each of the administrative functions have an effect on determining the next development action. The administrative functions are considered as a whole, making up the administrative process. When considered in isolation, planning, organization and control are administrative functions, when considered in its overall approach to achieve the objectives of the company; the administrative process is determined by the set of administrative functions.
            The roles of managers can be described using a horizontal or a vertical perspective (Johnston & Staughton , 2009 ). From the horizontal perspective, it is considered that there are three administrative levels:

·         High-level Managers: They are a small group of managers who control the organization, they hold titles such as president, vice president and general manager, for example. They set the goals of the organization, organizational strategy and operational policies. They represent the organization. Their work is full and varied.

·         Mid-level Managers: They are responsible for the implementation of policies and plans developed by higher-level managers. Their area of ​​responsibility is to supervise and coordinate the activities of frontline managers. They are commonly called plant managers, operations managers, division managers, etc.

·         Frontline Managers: Supervise and coordinate activities of operating workers. In contrast to senior and middle managers, first-line spends a significant proportion of their time in direct supervision of their subordinates work. Titles such as foreman, supervisor or office manager are in this category .

            From the vertical or functional perspective, it is possible to describe the manager according to the function performed within the organization regardless of their level (Starr, 2004) . For example:

·         Marketing or Marketing Managers: Their activities are related to customer focus, allowing it to meet their needs. Performs activities such as market research, advertising, sales, etc.

·         Financial Managers: They deal with the financial resources of the organization. This area includes accounting and investments.

·         Personnel Administrators: They are involved in hiring, maintenance and firing workers. Its activities are related to the processes of human resource management, which are: planning , recruitment , selection and others.

·         Operational Managers: They are related to the establishment of the systems that create the products and services of a company, plan and control the daily activities within these systems. For example, production control, inventory control and quality control.

·         General Managers: Not associated with administrative specialty. They are generalists.  

            In summary, the role of a manager in a company includes, but it's not limited to (Cieslinska, 2007):

·         Planning: To have an overview of the company and its environment, taking concrete decisions on objectives.

·         Organization: Get the best use of people and resources available to get results.

·         Staff: The necessary enthusiasm to organize and motivate a specific group of people.

·         Address: A high level of communication with the staff, and the ability to create an enabling environment to achieve the objectives of efficiency and profitability.

·         Control:  Quantifying the progress made by the staff in terms of objectives.

·         Representativeness:  The manager is the “personality “representing the organization to other similar organizations, government, suppliers, financial institutions, etc.

            In conclusion, a manager is one who is in charge of the organization work in full, is the basis of all employees work, and move towards them, that is why it is extremely important to have a good relationship between managers and employees.
            Every manager must have good presence and image, along with a helpful attitude, friendly, polite, and above all a lot of respect, accompanied by a great disposition and tolerance, in order to cope with all the daily problems faced in any business or company (Starr, 2004) . The manager also monitors the employees in every area. He must be aware of any anomaly that happens in business to be able to solve it on time. Every manager will try to address complaints from employees, customers and suppliers, however small issues. It ensures that they will supply any position if needed. They take care of special customers and promote good development and operation of the company or business, having strong knowledge of each of the areas, and the operation thereof.  The managers establish development plans of the company or business. They know the market, and take the necessary steps to make the company or business run successfully, performing administrative duties in conjunction with the specific area for this function.

 References

Cieslinska, K. (2007). The Basic Roles of a Manager in Business Organization. Journal of Agribusiness and Rural Development , 6: 3-12.

Johnston, R., & Staughton, R. (2009). The Role for Operations Managers - Establishing and Developing Strategic Relationships. International Journal of Operations & Production Management , 29:564.

Robbins, S. P., & Coulter, M. (2012). Management. Upper Saddle River, New Jersey: Pearson Education, Inc., publishing as Prentice Hall.

Starr, J. (2004). The Manager's Role in Coaching. Developing and Learning in    Organizations. 18:9.