Essential Skills for Various Business Roles

This assignment discusses the importance of skills in different business roles, such as customer service, finance, research and development, and sales. It highlights the need for employees to have a customer-centric approach, technical knowledge, and practical experience with various business applications. The assignment also emphasizes the importance of being adaptable to technological changes and understanding the buyer's perspective in sales.

BSc (Hons) Business Management with
Foundation
BMP3004
World of Work
Functional Areas
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Contents
1.0 Introduction 2
2.0 What is a business? 2
3.0 What is Functional areas of business – Definition 2
4.0 What are the key functional areas of a business? 2
5.0 Description of the various functional areas in business
organizations 3
5.1 Marketing 3
5.2 Human Resource Management 3
5.3 Customer Service 3
5.4 Finance 3
5.5 Research and Development 4
5.6 Sales 4
6.0 Description of the types of skills needed by employees
to be able to work effectively in these functional areas 4
6.1 Skills needed by Marketing employees 4
6.2 Skills needed by Human Resource Management employees 4
6.3 Skills needed by Customer Service employees 5
6.4 Skills needed by Finance employees 5
6.5 Skills needed by Research and Development employees 5
6.6 Skills needed by Sales employees 6
7.0 Conclusion 6
References 7
1.0 Introduction
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In companies there are a variety of tasks conducted every day. Each one has its role in
enabling the whole organization to achieve its objectives. Thus, the management of such
functions should be conscious not only of their specialist field of work, but of how their
units are in keeping with the organizational structure and can support the other fields, the
type of personnel and the qualifications of the enterprise (Dracopoulos 2014).
2.0 What is a business?
Company needs the supply and sale of goods. Business Company can be an
inclusive term, but it specifies the activities of people participating in the selling or
purchase of goods and related commercial assets. Company means material trade
and carriage. Company is typically a broad scale for manufactured products through
manufacturing or processing. The operation and operation of public suppliers of
goods or individuals shall be carried on by company (Dracopoulos 2014).
3.0 What is Functional areas of business - Definition
A functional position defines a variety of competencies and tasks usually conducted
by an organisation, such as a manager, director, and vice chairman. The
organizational framework of an organisation determines functional functions. These
positions in the unit are allocated personnel. In the classification hierarchy, you show
the set of functional functions. You may assign an asset a fundamental role after
making innovative roles in the hierarchy of classification. Often space associated
with specific functions. During a transfer, the distribution of a space is based on
functional tasks and the rights to the functional position. The right to work defines the
form and the size of the room an individual can transfer to (Dracopoulos 2014).
4.0 What are the key functional areas of a business?
The key functional areas of a business are marketing, HRM, customer service,
finance, R&D, and sales.
5.0 Description of the various functional areas in business
organizations
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5.1 Marketing:
Identifying the basic marketing roles will help you better concentrate on your
business services activities and strategies. Not to forget, if you know exactly what
marketing departments are supposed to do - advertising, sell, inventory
management, knowledge marketing management, pricing, financing, distribution it is
much easier to display ROIs and related KPIs (M. Caplan and C. Warren 2009).
5.2 Human Resource Management:
HR has many significant organizational roles. Recruitment, management of results,
learning and growth and many more are included. HRM is a distinguished approach
to job management, which aims to gain competitive advantage by using an
interconnected array of technological, institutional, and cultural employee strategic
deployments. The main functions are human resources planning, hiring and
selection, efficiency, learning and growth, job planning, assessment of functions,
incentives, employee engagement and communication, health and security, personal
welfare, and administrative responsibilities (M. Caplan and C. Warren 2009).
5.3 Customer Service:
Customer service is essential to a company because it maintains and gains more
value for consumers. By offering high-end customer service, companies recover their
cost to acquire customers and build loyal customer reference, act as a case study,
and provide evidence and feedback. Customer service investments help to trigger
your driveshaft because satisfied customer is free to help you attract consumers and
promote them to engage with your brand. And their positive reviews would be more
successful and cheaper than all the existing marketing activities (M. Caplan and C.
Warren 2009).
5.4 Finance:
The market climate can be easily modified. The Financing role tracks changes within
the company and outside of the company. The effect of such adjustments on the
businesses' revenues will then be tracked. One of the key functions of the finance
feature is to maintain accuracy and up-to-date financial records. Managers can make
terrible choices when they use data that is not exact and onward (M. Caplan and C.
Warren 2009).
5.5 Research and Development:
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The wave of new information and technologies is research and development. In a
corporate sense, the organization undertakes an activity to create or enhance new
products, processes, and services (Ujwary-Gil and Szkoła 2015). To do so,
corporations also take risks. This is because there are questions regarding the
technical viability of what you are trying to do or, more frequently, how you can
achieve your goals in realistic ways. R&D is one of the early stages of designing or
improving a new product, process, or service. At this point, experiments and
creativity are often mature and risky. The R&D cycle mostly starts by conceiving and
theorizing, is followed by study and discovery (Ujwary-Gil and Szkoła 2015).
5.6 Sales:
A unit that contains a variety of business procedures and tasks that improve the
performance, effectiveness, and support of a sales organization’s business strategy
and goals. Normally, sales, sales support, or company activities are included in the
sales service. Naturally, the main purpose of the sales department is selling. Sales,
however, are not the only goal. The aim is to sell the most easily and cheaply
(Ujwary-Gil and Szkoła 2015).
6.0 Description of the types of skills needed by employees
to be able to work effectively in these functional areas
6.1 Skills needed by Marketing employees:
Interpersonal and communication skills are needed to develop an insight into the
customer and the customer's desires and to communicate them to other members of
the team and turn these criteria into a marketing strategy. Strong communication
skills are therefore important. In addition, innovation will allow you to writes or aid
with design and layout of media based on your position in marketing materials and
press releases. In addition, your job can include helping to organize a campaign in
the ideas process. As customers are more conscious of the media, creativity would
probably be worthwhile (Ujwary-Gil and Szkoła 2015).
6.2 Skills needed by Human Resource Management employees:
Management of human resources requires a proper approach. The HR effectiveness
is focused on ordered files, good time management abilities and personal
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productivity. Here you deal with the lives and jobs of people and whether an officer
asks for assistance with a termination or compensation or appreciation scheme
(Ujwary-Gil and Szkoła 2015). In the regular day of human resources, a human
resources specialist will discuss the personal problem of a worker one minute, an
occasional leave matters the next minute and a recruitment plan for a hard work the
minute afterwards. And that doesn't say anything about social media, wage/hour,
commitment, retention, and many other things, all of which are important to anyone.
It's something else in HR, if it isn't one thing. Priorities and business needs move
quickly and change quickly and Manager A does not really care if you support
Manager B who requires someone to shoot. You must be able to manage anything
at once (Ujwary-Gil and Szkoła 2015).
6.3 Skills needed by Customer Service employees:
To fulfill the concept of customer support, both B2B and B2C organizations must
take a special approach. These capabilities include customer service officers,
customer service officers, customer service design and governance experts.
Although the traditional "customer service" positions go beyond the need for this
expertise (Steyaert and Hjorth 2008). Each employee of your company needs a way
of thinking that puts clients first. Even if a person doesn't have a face-to-face
dialogue with customers, each team makes purchase decision from brand to
marketing and finance (Steyaert and Hjorth 2008).
6.4 Skills needed by Finance employees:
To thrive in a financial or accounting job it requires a right mix of hard and soft skills
to achieve, but the list of technical knowledge employers in the industry are longer
than others. Aside from getting basic financial knowledge, you will have to
understand the tablets and you will have practical experience with a variety of
business applications. For businesses seeking to fill open vacancies, professional
accounting abilities serve several purposes (Steyaert and Hjorth 2008). First, these
skills ensure that financial transactions are reported correctly and promote precise
future forecasts. Important market projections such as expected sales growth or
potential labor requirements will not be feasible without technology (Steyaert and
Hjorth 2008).
6.5 Skills needed by Research and Development employees:
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Every field of basic and practitioner science needs professional scientists in
research, growth, pharmaceutical, engineering, advocacy, and biotechnology
(Steyaert and Hjorth 2008). These brilliant people are undertaking groundbreaking
research experiments, improving their expertise and application of fundamental
concepts, and developing new products, breakthrough methods and other great
things that will forever change the world. Without scientists of research and
development, world progress will never be made and there would never be
technological advancement. We'd still be using Atari machines; drugs wouldn't
advance since the Middle Ages and the New Scientist Journal hadn’t got much to
speak about groundbreaking technical progress (Steyaert and Hjorth 2008).
6.6 Skills needed by Sales employees:
There have been quite drastic changes in the sales industry. The purchaser is
responsible for the resellers, the technology changes the job. It is so bad that some
people expect that in the coming years 15M sales jobs are to be lost. Salespersons
need a new set of skills to succeed in this setting (Davidsson et al. 2006). The most
important thing today is to consider the consumer. It is the basis for successful sales.
But it's about knowing more than just who the customer is. "This is not just knowing
the brand of cafe the buyer drinks," says my partner Craig Rosenberg. It is about
identifying the experience the buyer needs when it comes to making a purchase on
your business. You buyer have a range of expectations and your task as a salesman
is to meet these expectations. You cannot surpass them unless you consider the
buyer's perspective (Davidsson et al. 2006).
Conclusion
To function efficiently every company needs a purpose. Any company may use
organizational functions when the arrangement is in line with the organization’s
existence and maturity. In most instances, businesses grow through systems and
improve processes and skillsets. As a pre-bureaucratic enterprise one can
launched up and grow into a matrix structure (Davidsson et al. 2006).
References
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Dracopoulos, G. (2014). Business Essentials.
Davidsson, P., Delmar, F. and Wiklund, J. (2006). Entrepreneurship and the Growth
of Firms. Edward Elgar Publishing.
M. Caplan, J. and C. Warren, A. (2009). Patterns of Entrepreneurship Management.
John Wiley & Sons.
Ujwary-Gil, A. and Szkoła, W. (2015). Journal of Entrepreneurship, Management,
and Innovation JEMI. WSB-NLU.
Steyaert, C. and Hjorth, D. (2008). Entrepreneurship as Social Change. Edward
Elgar Publishing.
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