Comprehensive Report: Management Functions, Structure, and HR Roles

This report provides an introduction to management, covering management structures, business functions, and the roles and responsibilities of HR and talent management. It discusses various management theories, including bureaucratic and human relations theories, and explores different organizational structures like functional and divisional structures. The report details the interrelation of marketing with production, finance, and HR departments, and explains the five key functions of management: planning, organizing, commanding, coordinating, and controlling. Furthermore, it highlights the importance of HR in maximizing employee performance and the role of talent management in improving business productivity. The report concludes by discussing organizational culture and its impact on employee engagement and overall business success, emphasizing the importance of effective resource allocation for achieving market success.

Introduction to
management

Table of Contents
INTRODUCTION...........................................................................................................................3
Management structure and Business function.................................................................................3
Business Function.......................................................................................................................4
Marketing Function..........................................................................................................................4
Management Function.....................................................................................................................6
Interrelation of Management Function........................................................................................7
HR and Talent management.............................................................................................................7
Organisational culture.................................................................................................................8
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
The project is based on introduction to management in which management structure and
business functions are discussed including marketing function and management function of
business. It also cover the roles and responsibility of HR and Talent management. The main
purpose of this report is to understand the functions of business through which they can achieve
the goals and objective of company. Management is a process of planning, organising, directing
and controlling the overall activities of business (Edelson, Senk and Stock, 2018).
Management structure and Business function
Organisational structure
Organisational structure generally determine how business activities are directed for
attaining the goals and objective of company (Raziq and et. al., 2020). The business activities
mainly include roles, responsibilities and rules.
Management and its theories
Management is a procedure of handling activities carefully, supervising skills and
managing the function of organisation efficiently and effectively in order to achieve
organisational goals. Theories of management mainly include the ideas for running and
managing the business. There are different theories of management such as scientific
management theory, principles of administrative theory, bureaucratic theory, human relations
theory, contingency management theory and many other (Donkor and Sekyere, 2020).
Bureaucratic management theory: The theory was developed by Max Weber in order to
focus on structuring organisation in hierarchical manner so that line of authority, rules and
regulation can be determined clearly for controlling business operation (Neesham and Wolfram
Cox, 2017).
Human relation theory: The theory was developed by Elton Mayo with an aim to
improve the productivity of employees by focusing on changing working conditions such as
lightning, length of workday and offering break times (Johnson, 2015). The purpose of this
theory is to improve the performance of employees and make them feel valuable in organisation.
Types of organisational structure

Functional organisational structure: In this structure, the group of people are divided on
the basis of their speciality, roles and skills in particular function of business. For example,
marketing department, IT department or Finance department.
Pros:
 Encourage specialisation
 Allows staff to focus on their roles and responsibility
Cons:
 Design strategies and process for different markets or products in business
 Influence interdepartmental communication
Divisional organisational structure: In this structure, the people are categorised on the
basis of product of service they provide rather than focusing on work they do (Baker and Hart,
2016). For example, IT Team, sales team, etc.
Pros:
 Increase flexibility
 Promotes autonomy, independence and customised approach
Cons:
 Lead to duplicate resources
 Improper communication between headquarters and its divisions
Business Function
Business function generally include the activities which are carried out routinely in order
to achieve the vision and mission of company.
Roles and responsibility to each function
Production Function: The main role and responsibility of production function is to turn
input into finished output through entire process of production.
Marketing function: They focus on defining and managing the brand and also conduct
campaign management for marketing initiatives.
Marketing Function
Marketing Department:
Marketing department plays a significant role in creating and disseminating images,
promoting business and creating effective content (Homburg and et. al., 2015).

Interrelation of Marketing department with other departments
Marketing department and production management:
The marketing department of business work closely with production department in order
to plan the research and development activities for satisfying current and future needs of
customer. They gather relevant information about the needs and demand of customer and also
conduct survey related to quality and valuability of products. By collecting information
marketing department reports back to production department so that they can produce according
to the need of customers within affordable price. Both the department ensure that products must
be manufactured with high quality and designed according to the taste and preference of
consumers. The marketing department ensures that their products must be available in market for
increasing the sale and profitability of business whereas production department ensures that
product must be fully tested by ensuring low defect rates and meeting the legal requirements
(Nashan, Abbud‐Filho and Citterio, 2016).
Marketing department and Finance department:
Marketing department also coordinate with finance department for ensuring that there
must be adequate budget in order to fulfil the need for promotion, research and distribution. The
main role and responsibility of finance department is to ensure that the activities of business
must be operated within financial capabilities. Marketing department focuses on increasing
market share and sales volume of company whereas finance department mainly focus on cash
flows, paying back investment and costs. The finance department mainly supports marketing
department with statistic and helpful information related to the price which customer expects for
specific product.
Marketing department and human resource management:
The marketing department of company closely work with human resource management
in order to avail better and highly skilled employees within department so that work can be
accomplished in effective and efficient manner (Srinivasan and Ramani, 2019). Marketing
department requires highly skilled staff with appropriate skills and staffing levels so that they can
research and develop new product ideas, meet production targets and create competent sales and
marketing team. Human resource department organises training and development program for
employees in order to improve their skills and knowledge.

Management Function
The five function of management which was designed by Henry Fayol are planning,
organising, commanding, coordinating and controlling.
Planning: It is one of the important management function that focuses on developing
strategies objectives, planning for future conditions and securing the achievements of future
goals.
Organising: It is another function of management that aims to organise the workforce in
efficient and effective manner by aligning them with the activities of organisation.
Commanding: Commanding is a process of providing instruction to employees and
ensure that they feel motivated while completing the task.
Coordinating: Coordination function mainly focus on creating discipline and motivation
within group of people which leads to clear communication and good leadership (Warner and et.
al., 2015).
Controlling: The function mainly focus on examining progress against management
plans with an aim to gain satisfactory performance and adequate progress. It is last function of
management which enable company to cope up with uncertainty.
Roles and responsibility of management function
Planning: The main roles and responsibility of planning function is to collect and
analyse information, develop sub-plans, choose the best course of action and also implement and
follow-up the plan.
Organising: In organising function, manager is responsible to determine resources and
arrange workforce according to set plan.
Commanding: The roles and responsibility of manager under coordinating activity is to
understand their team members and also lead the team in effective and efficient manner. In
commanding function, manager and employees work together in order to achieve common and
corporate goals.
Coordinating: Coordinating function mainly ensures that their must be unity of action
among work groups, individual and departments and also it helps in bringing harmony in
carrying put business activities and task in order to accomplish organisational goals effectively
(Vaiman, Collings and Scullion, 2017).

Controlling: In controlling function, manager plays an important role as they focus on
establishing performance standards based on the objective of company, report and measure the
actual performance, compare result with performance and take corrective measures.
Interrelation of Management Function
Relationship between planning and controlling:
In planning stage manager sets the objectives, for achieving thee objective a proper
controlling process is required.
Relationship between planning and organising:
In order to accomplish the set targets, a proper coordination is required through
exchanging ideas and mutual discussion.
Relationship between planning and organising:
Planning mainly includes making decision whereas organising mainly include action of
those decision.
The management function helps in gaining success in market by executing the plan
efficiently and boosting the morale of employees so that they can contribute their best efforts in
making business successfully.
HR and Talent management
The role of human resource department is to maximise the performance and productivity
of employees and protecting organisation from any issues (Sivathanu and Pillai, 2019). Human
resource department is responsible for managing the overall life cycle of employee within
workplace.
Responsibility of Human resource department:
 Managing recruitment and selection process
 Developing and implementing HR strategies by aligning with business strategy
 Bridging employee relation and management by addressing grievances, demands and
other issue.
Talent management
Talent management is an activity of attracting, selecting and retaining the top employees
in order to increase the efficiency and productivity of business. The main role of talent
management is to improve business performance by making employees more productive. Talent

management helps in achieving business objective by increasing customer satisfaction and
providing direction to employees (Rasmussen and Ulrich, 2015).
Organisational culture
Organisational culture mainly include the expectation, value and practices that provide
guidance and information to all employees. The types of organisational culture are as follows:
Clan Culture:
The clan culture is mainly people focused due to which company maintain family like
relationship with employees and customers. It helps in increasing the rate of employee
engagement.
Adhocracy culture:
This culture mainly focus on innovation and adaptability. In adhocracy culture,
employees are encouraged to bring new ideas and think creatively in order to gain competitive
advantage.
Consequences of strong and weak organisational culture
 Weak organisational culture generally leads to low employee engagement, lack of
empathy and higher employee turnover.
 Strong organisational culture increases productivity of staff and their engagement level
within workplace.
CONCLUSION
It is being concluded from the above information that the main purpose of management is
to develop, maintain and allocate the resources for gaining success in market. There are mainly
five principles of management such as planning, organising, staffing, leading and controlling.

REFERENCES
Books and Journals
Baker, M .J. and Hart, S. eds., 2016. The marketing book. Routledge.
Donkor, F. and Sekyere, I., 2020. Importing Complexity Leadership Theory Into Bureaucratic
Organizations in Non-Western Environments: A Perspective and Agenda for Future
Research. International Journal of Applied Management Theory and Research
(IJAMTR). 2(2). pp.1-18.
Edelson, S. A., Senk, C .C. and Stock, K. L., 2018. Using an integrated business experience to
take the place of “introduction to management” in an integrated curriculum. Journal of
Education for Business. 93(7). pp.332-340.
Homburg, C and et. al., 2015. The loss of the marketing department’s influence: is it really
happening? And why worry?. Journal of the Academy of Marketing Science, 43(1),
pp.1-13.
Johnson, T., 2015. The professions in the class structure. In Industrial Society (Routledge
Revivals) (pp. 93-110). Routledge.
Nashan, B., Abbud‐Filho, M. and Citterio, F., 2016. Prediction, prevention, and management of
delayed graft function: where are we now?. Clinical transplantation. 30(10). pp.1198-
1208.
Neesham, C. and Wolfram Cox, J., 2017. Employment as a Human Relation: Revisiting Human
Value and Radical Needs. In Academy of Management Proceedings (Vol. 2017, No. 1,
p. 12005). Briarcliff Manor, NY 10510: Academy of Management.
Rasmussen, T. and Ulrich, D., 2015. Learning from practice: how HR analytics avoids being a
management fad. Organizational Dynamics. 44(3). pp.236-242.
Raziq, M. M and et. al., 2020. Organisational Structure and Project Success: The Mediating Role
of Knowledge Sharing. Journal of Information & Knowledge Management, 19(02),
p.2050007.
Sivathanu, B. and Pillai, R., 2019. Technology and talent analytics for talent management–a
game changer for organizational performance. International Journal of Organizational
Analysis.
Srinivasan, R. and Ramani, N., 2019. With power comes responsibility: How powerful
marketing departments can help prevent myopic management. Journal of
Marketing. 83(3). pp.108-125.
Vaiman, V., Collings, D. G. and Scullion, H., 2017. Contextualising talent management. Journal
of Organizational Effectiveness: People and Performance.
Warner, G and et. al., 2015. A systematic review of the effectiveness of stroke self-management
programs for improving function and participation outcomes: self-management
programs for stroke survivors. Disability and rehabilitation. 37(23). pp.2141-2163.