Senior High School

ORGANIZATION
&
MANAGEMENT
Quarter 2 – Module 7

Functional Areas of Management

Jesilo O. Crisostomo
Compiler/Contextualizer

NOT FOR SA

GOVERNMENT PROP
 11
ORGANIZATION
&
MANAGEMENT

Quarter 2 – Module 7
Functional Areas of Management

Jesilo O. Crisostomo
Compiler/Contextualizer
 Second Quarter
Week 8- Module 7
Functional Areas of Management
Content Standard : The learners have an understanding on the different
functional areas of management
Performance Standard : The learners shall be able to select one’s area of interest
for future career path.
Competency : Explain the nature and role in the firm of the different
functional areas of management.

_____________________________________________________________________________________

What I Know

Multiple Choice: Choose the letter of the correct answer and write it on a separate
sheet of paper.
1. What do you call a term used to describe formal systems for the management of
people within an organization?
a. Human Resource Management c. Operations Management
b. Marketing Management d. Office Management

2. What do you call the process of planning, organizing, guiding, communicating,

directing, coordinating, and controlling the activities of a group of people who are
working to achieve business objectives efficiently and economically.
a. Human Resource Management c. Operations Management
b. Marketing Management d. Office Management

3. What functional area of management that is responsible for all aspects of

creating
goods and services?
a. Human Resource Management c. Operations Management
b. Marketing Management d. Office Management

4. What do you call a business process that manage marketing activities in profit
and
non- profit seeking of the organization?
a. Human Resource Management c. Operations Management
b. Marketing Management d. Office Management
5. What functional area of management that is responsible in the core supply chain
function, which includes supply chain planning and supply chain execution
capabilities?
a. Marketing Management c. Material & Procurement
Management
b. ICT Management d. Operational Management

6. What functional area of management that relies heavily on the adoption and
coordination of product, price, promotion, and place for achieving responses?
a. Marketing Management c. Material & Procurement
Management
b. ICT Management d. Operational Management

7. What foundation of operations and management that is typically a major part of a

company’s cost structure, and must be manage wisely?
a. Cost Control c. Cost Management
b. Cost Accounting d. Cost Benefit

8. What functions of financial management that involves short- term and long- term
debt equity analysis?
a. Estimation of Capital Requirements
b. Determination of capital composition
c. Investment of funds
d. Choice of sources of funds

9. What function of operations manager that requires long-term commitment of

resources and determine parameters of system operations?
a. System Operation Decision c. System Management Decision
b. System Design Decision d. System Quality Decision

10. What do you call a person that is responsible in estimating the capital
requirements of the business and design the capital structure including the
determination of the proper sources of finance?
a. Human Resource Manager c. Operations Manager
b. Financial Manager d. Office Manager

What I Need to Know

After going through this module, you are expected to explain the nature and
role in the firm of the different functional areas of management.
 Lesso
n Functional Areas of
1 Management

Just as different functions in the human body are performed and

regulated by different organs, different functions within a business are performed
and controlled by different parts of the business. One of the reasons for separating
business operations into functional areas is to allow each to operate within its area
of expertise, thus building efficiency and effectiveness across the business. In a
large organization, it is usually easier to identify separate functional areas because
people work together in departments. Each department carries out the tasks that
relate to its particular area.

What’s In

ACTIVITY: Arranging Jumbled Letters

Instruction: Below are foundations of Operations and Management jumbled
letters. Read and understand the definition in order for you to reveal the jumbled
letters.

1. Operations managers must constantly forecast, plan, and

NIANNLPG adjust to optimize processes based on conditions.

2. Production of goods or services requires having strong,

ROPESCS repeatable processes.

3. Managers must troubleshoot bottlenecks, inadequate

CINEFECYFI resources, and downtimes to create optimal efficiency.

4. Necessary to maintain customer satisfaction and the

TALUIYQ company’s reputation.

5. Bottom line of business organizations

TAPFILITYROBI
 What’s New

ACTIVITY: Connect the Process

Instruction: Below are jumbled processes in a bakery operation. In this activity,
you are going to put the ordinal sequence of bakery operations depending on the
order of their function. First process is given already. This activity is worth 6 points

1st

Receiving of Raw materials Raw materials Stock

Inventory

BAKERY
OPERATION

FUNCTION
Preparation Ingredients Selling of finished goods

Staging of finished goods Baking Process Production Planning/Scheduling

 What Is It

I. Human Resource Management

Human Resource Management (HRM) is the term used to describe formal
systems for the management of people within an organization. The responsibilities
of a human resource manager fall into three major areas: staffing, employee
compensation and benefits, and defining/designing work. Essentially, the purpose of
HRM is to maximize the productivity of an organization by optimizing the
effectiveness of its employees. This mandate is unlikely to change in any
fundamental way, despite the ever-increasing pace of change in the business world.
Nature of Human Resource Management
 Human Resource Management involves management functions like planning,
organizing, directing, and controlling.
 It involves procurement, development, maintenance of human resource.
 It helps to achieve individual, organizational, and social objectives.
 Human resource management is a multidisciplinary subject. It includes the
study of management, psychology, communication, economics, and
sociology.
 It involves team spirit and teamwork.
 It is a continuous process.
The Human Resource Manager
The Human Resource Manager is a mid-level position responsible for
overseeing human resources activities and policies according to executive level
direction. They supervise human resources staff as well as control compensation
and benefits, employee relations, staffing, training, safety, labor relations, and
employment records.
II. Marketing Management
According to Philip Kotler, a Professor Emeritus of Marketing at the Kellogg
School of Management, defined Marketing Management as the analysis, planning,
implementation and control of programs designed to bring about desired exchanges
with target audiences for the purpose of personal and of mutual gain. It relies
heavily on the adoption and coordination of product, price, promotion, and place for
achieving responses. Marketing management is a business process to manage
marketing activities in profit seeking and non-profit organization. Marketing
management decisions are based on strong knowledge of marketing functions and
clear understanding and application of supervisory and managerial techniques.
Nature of Marketing Management
Management is getting things done through other people. Managers
engage in five key activities namely planning, organizing, staffing, directing, and
controlling. Marketing management implies the integration of these concepts.
 It combines the Fields of Marketing and Management
As the name implies, marketing management combines the fields of
marketing and management. Marketing consists of discovering consumer
needs and wants, creating the goods and services that meet those needs and
wants; pricing, promoting, and delivering those goods and services. Doing so,
requires attention to six major areas- markets, products, prices, places,
promotion, and people.
 Marketing Management is a Business Process
Marketing management is a business process to manage marketing activities
in profit seeking and non-profit organizations at different levels of
management. Marketing management decisions are based on strong
knowledge of marketing functions and clear understanding and application of
supervisory and managerial techniques.
 Marketing Management is Both Science and Art
Marketing management is art and science of choosing target markets and
getting, keeping, and growing customers through creating, delivering, and
communicating superior customer value. (Kotler, 2006). Marketing
management is a science because it follows a general principle that guides
the marketing managers in decision-making. The art of marketing
management consists in tackling every situation in a creative and effective
manner. Marketing management is thus a science as well as an art.
III. Operations Management
Operations management is the administration of business practices to create
the highest level of efficiency possible within an organization.
In its broadest sense, operations management is responsible for all aspects of
creating goods and services. It manages resources such as materials, machines,
technology, and people, and makes products and services that the marketplace
wants. The whole chain of events must be well managed for a business to be
competitive.

As we define operations management more fully, we consider these foundations of

Operations and Management:
 Planning - Operations managers must constantly forecast, plan, and adjust to
optimize processes based on conditions.
 Process - Production of goods or services requires having strong, repeatable
processes.
 Efficiency - Managers must troubleshoot bottlenecks, inadequate resources,
and downtimes to create optimal efficiency.
  Cost Control -Production is typically a major part of a company’s cost
structure, and you must manage it wisely.
 Quality - Good quality control is necessary to maintain customer satisfaction
and the company’s reputation. Companies can greatly suffer without it.
 Continuous Improvement - To remain competitive, companies need to have
processes in place to consistently seek better ways of doing things.
 Technology -Underlying all these foundations is technology. Well-used
technology keeps a company ahead of the curve.
 Profitability - Executed properly, all the above foundations lead to a strong
bottom line.

Role of the Operations Manager

The operations functions consist of all activities directly related to producing
goods or providing services. The primary function of the operations manager is to
guide the system by decision making.
 System Operation Decision – Operations managers spend more time on
system operation decision than any other decision area.
- Management of personnel
- Inventory management and control
- Scheduling
- Project management
- Quality assurance
 System Design Decisions – These are typically strategic decisions that require
long-term commitment of resources and determine parameters of system
operations.
- Capacity
- Facility location
- Facility Layout
- Product and service planning
- Acquisition and placement of equipment
IV. Financial Management
Refers to the efficient and effective management of money in such a
manner to accomplish the objectives of the organization. It is the specialized
function directly associated with the top management.
Objectives of Financial Management

1. To ensure regular and adequate supply of funds to the concern.

2. To ensure adequate returns to the shareholders which will depend upon the
earning capacity, market price of the share, expectations of the shareholders.
3. To ensure optimum funds utilization. Once the funds are procured, they
should be utilized in maximum possible way at least cost.
4. To ensure safety on investment, i.e, funds should be invested in safe
ventures so that adequate rate of return can be achieved.
5. To plan a sound capital structure-There should be sound and fair composition
of capital so that a balance is maintained between debt and equity capital.
Functions of Financial Management

1. Estimation of capital requirements - A finance manager must make

estimation with regards to capital requirements of the company. This will
depend upon expected costs and profits and future programs and policies of
a concern. Estimations must be made in an adequate manner which
increases earning capacity of enterprise.
2. Determination of capital composition - Once the estimation has been made,
the capital structure must be decided. This involves short- term and long-
term debt equity analysis. This will depend upon the proportion of equity
capital a company is possessing and additional funds which must be raised
from outside parties.
3. Choice of sources of funds - For additional funds to be procured, a company
has many choices like-
Issue of shares and debentures
 Loans to be taken from banks and financial institutions
 Public deposits to be drawn like in form of bonds.
 Choice of factor will depend on relative merits and demerits of each
source and period of financing.
4. Investment of funds - The finance manager must decide to allocate funds into
profitable ventures so that there is safety on investment and regular returns
is possible.
5. Disposal of surplus -The net profits decision must be made by the finance
manager. This can be done in two ways:
 Dividend declaration - It includes identifying the rate of dividends and
other benefits like bonus.
 Retained profits - The volume must be decided which will depend upon
expansional, innovational, diversification plans of the company.
6. Management of cash - Finance manager must make decisions with regards to
cash management. Cash is required for many purposes like payment of
wages and salaries, payment of electricity and water bills, payment to
creditors, meeting current liabilities, maintenance of enough stock, purchase
of raw materials, etc.
7. Financial controls - The finance manager has not only to plan, procure and
utilize the funds but he also must exercise control over finances. This can be
done through many techniques like ratio analysis, financial forecasting, cost,
and profit control, etc.

Role of Finance/Financial Manager

The Financial Manager determines the financial objectives, the financial
policies, and operational procedures of the company. Financial Managers Estimates
the capital requirements of the business and design the capital structure including
the determination of the proper sources of finance.
V. Information and Communication Technology Management
Information and Communications Technology remains one of the major
critical value and drainpipe for many organizations today. It occupies a very
strategic place in running of most businesses with evolving global village
phenomenon. While its costs remain a recurring dilemma, its importance and
unquestionable placing in the priority prism of the business makes a strong case for
discussion. Information and communications technology systems include desktop
computers, laptops, and tablets, fixed and mobile telephone systems,
communications networks, and software. Your business can use ICT systems to
benefit from improvements such as reducing costs, increasing efficiency,
improving decision-making, and increasing your competitiveness in the
marketplace.
Role of Information and Communication Technology
 Better Decision-Making - ICT systems allow your business to store, process,
analyze and share vast amounts of data. The information available from
corporate data enables managers and employees to make decisions quickly
and accurately so that they can manage operations effectively and respond
rapidly to business opportunities or threats. Communication networks also
enable decision-makers in different locations to work together easily when
they need to take joint decisions.
 Increased Manufacturing productivity - By automating business processes
and giving employees ICT tools, your business can improve its individual
and overall productivity. On the production line, for example, solutions such
as computer-aided design can help to reduce set-up times and improve
manufacturing accuracy so that employees spend less time on reworking.
Access to manufacturing data enables managers to plan production more
effectively, making better use of resources and reducing lead times.
 Improved Customer Service - Quality of customer service is an important
differentiator for businesses. Your company can use ICT solutions to offer
faster response to and higher standards of service to its customers. If you
run a call center, for example, your agents can access databases that
provide comprehensive customer information, including purchase history
and product preferences. The information helps them deal quickly and
efficiently with inquiries, boosting customer satisfaction. Service personnel
working in the field can access customer, service and product databases
using smartphones with secure Internet connections. This enables them to
fix problems quickly and effectively, again boosting customer satisfaction.
 Greater and Virtual Collaboration - Communication networks enable your
project teams to collaborate effectively. By using videoconferencing or web
conferencing over the Internet, teams can hold virtual meetings that bring
together members from different locations, or different organizations, such
as suppliers or business partners. This helps to create stronger project
teams and enables the teams to maintain progress on important projects,
rather than waiting for members to meet in a single location. In a product
development program, for example, teams can reduce overall project time
 and get new products to market faster, giving the company a strong
competitive advantage.
 Improved Financial Performance - ICT solutions can help your organization
reduce costs, increase revenue, and improve profitability. Using
videoconferencing to host meetings between members in different
locations, for example, reduces travel costs. Production data can help staff
identify quality problems, reducing waste and reworking costs. Call center
agents can use information available on their customer databases to
increase revenue by identifying opportunities for selling additional products
or services. Cost reductions and revenue gains make an important
contribution to overall profitability.
VI. Material and Procurement Management
Material and Procurement Management is the core supply chain function
that includes supply chain planning and supply chain execution capabilities.
Specifically, materials management is the capability of the firm to plan total
material requirements. The material requirements are communicated to
procurement and other functions for sourcing. Materials management is also
responsible for determining the amount of material to be deployed at each stocking
location across the supply chain, establishing material replenishment plans,
determining inventory levels to hold for each type of inventory (raw material,
Finished Goods), and communicating information regarding material needs
throughout the extended supply chain.
Roles of Materials Management
The main aim of material management is to provide efficient service of
continuous supply of materials at minimum cost. These can be raw materials or
components for production as direct inputs, spare parts, or factory operating
supplies. Stock out of any of these may totally disrupt the production causing
severe losses to the company.

The following are the objectives set by materials manager in the process of
achieving the organizational goals:

 To procure raw material at low cost

In a manufacturing firm, raw material play an important role in the
process of production. They constitute about 50% of the total cost of production.
Therefore, a slight reduction in the cost would certainly reduce the price which
would in turn increase the profits of the firm.
 To maintain consistent quality
The materials manager should look for quality, even though the raw
material is available at a lower cost. As the procurement of raw materials is done
only for production, finally a product is manufactured for selling; a customer
would look for a quality product apart from price. Therefore, care should be
taken to procure the material of precise specifications which would reduce the
cost of inspection, degree of defectiveness and increase the inventory turnover,
profitability, and image of the company.
  To ensure continuous supply of raw material
The materials manager should ensure smooth flow of supply of raw
materials from suppliers or else, it would affect the process of production.
 To minimize the carrying costs and ordering costs
The material function involves the incidental costs such as costs of
ordering material, freight changes, storage costs etc. Reducing any of the above
costs, would substantially increase savings, thus increases the profits.
Techniques such as Economic Order Quantity are used in order to minimize the
carrying and ordering costs.
 To maintain a good relationship with supplier
A good relationship with the supplier shows the efficiency of the purchase
department. Maintaining a good rapport with suppliers would not only have a
good image in the industry, but also leads to certain economic advantages like
reasonable price, preference in time shortages, intimation about forthcoming
shortages.
 Efficient record-keeping and prompt reporting
Materials management involves huge paperwork. Paper processing work
should be standardized through designing forms for recurring operations,
submission of copies to the needy departments. It should ensure efficient record
maintenance and reproduction of records whenever necessary.
 To develop new sources and new materials
Purchase research helps in exploring new sources of supply. This may
result in supplying better quality materials at favorable terms. Procurement of
cheaper alternatives than the presently used material (without affecting the
quality) if any, should be availed. Thus, it would reduce the cost.
 Training and development of personnel
Materials department is an indispensable part of manufacturing sector.
Efforts should be made to develop the personnel by training them if necessary;
such training programs will not help to improve the morale of the employees but
also, contribute to the qualitative.

VII. Office Management

Office management can be defined as the process of planning, organizing,
guiding, communicating, directing, coordinating, and controlling the activities of a
group of people who are working to achieve business objectives efficiently and
economically.
Behind every successful business or organization is an office manager who
ensures all office operations run smoothly and efficiently. One of the most important
positions in a company, an office manager performs general administrative tasks,
creates processes that drive effectiveness, guides and motivates personnel, and
coordinates communication between departments. This manager, sometimes called
an office administrator, has many responsibilities, from planning functions,
administration roles, managing procedures and workflows, and more. In this
management function, it’s all about creating a focused work environment to
achieve business goals.

The elements of effective office management

 Regardless of an organization’s industry or niche, effective office management is
achieved in three key ways:

 Understanding purpose. Managers should be inherently process driven.

Processes are essential tools office managers use to convey the purpose of
work performed and explain that purpose to other employees. The purpose
helps the management and everyday function of the organization.
 Optimizing resources. Managers assess what they must work with. Tools and
equipment, a budget, personnel—all need to be optimized in order to
establish a steady, productive functions and workflows. For instance, there
could be room in the budget to upgrade equipment. See this as an
opportunity to optimize financial resources. Another example of optimization
is seeing individuals and teams as resources. Allocating work wisely based on
skills and priorities drives efficiency and is more likely to yield better
outcomes.
 Streamlining the office environment. Managers should be adept at
establishing a streamlined office environment and always be on the lookout
for new ways to refine current processes to improve administrative efficiency.
This could include identifying key areas to focus on, reprioritizing steps, and
exploring ways to automate a process.

Responsibilities of an Office Manager

An office manager oversees a variety of tasks and responsibilities to keep an

office running efficiently. The duties and responsibilities in this role vary widely.
Here are a few you are likely to find in a job listing.

 Oversee the general operation of an office. Ensure things run smoothly and
efficiently, with maximum productivity being the goal.

 Meet and greet. Welcome visitors, answer a high volume of phone calls,
deliver top-notch service and support to customers.

 Project manages. Coordinate appointments, meetings, calendars, and

schedules.

 Wear many hats. Supervisor. Mentor. Coach. Staff Trainer. Assignment

Delegator. Be all of these and you will be set.

 Book it. Arrange domestic and international business travel (flights, hotel, car
rentals/local transportation).

 Stock up. Purchase supplies and equipment, and generally make sure there is
sufficient inventory of everything the staff needs to perform their jobs
effectively.

 Write and edit. Have a strong command of the written word. Strong editing
and proofing skills will serve you enormously in this role because producing
 management-level reports, drafting correspondence and contracts, and
managing a high volume of paperwork are all par for the position.

 Create presentations. You must be confident and comfortable speaking in

group settings—and with public speaking altogether—in order to share ideas
openly with others, whether it be at a small team meeting or a company all-
hands.

What’s More

Activity 1: True or False

Instruction: Write T if the statement is True and F if the statement is False. Use a
separate sheet
_____ 1. The Human Resource Manager is a mid-level position responsible for
overseeing human resources activities and policies according to executive
level direction.

_____ 2. Behind every successful business or organization is an office staff who

ensures all office operations run smoothly and efficiently.

_____ 3. The main aim of material management is to provide efficient service of

continuous supply of materials at minimum cost.

_____ 4. The Board of Directors determines the financial objectives, the financial
policies, and operational procedures of the company.

_____ 5. Operations management is the administration of business practices to

create
the highest level of efficiency possible within an organization.

What I Have Learned

Activity 2: Identification
Instruction: Statements below are different functions of management. Identify
what
type of management functions and write your answers on a separate
sheet of paper.

__________1. It occupies a very strategic place in running of most businesses with

evolving global village phenomenon.

__________2. Refers to the efficient and effective management of money in such a

manner to accomplish the objectives of the organization.
__________3. It manages resources such as materials, machines, technology, and
people, and makes products and services that the marketplace wants.

__________4. It relies heavily on the adoption and coordination of product, price,

promotion, and place for achieving responses.

__________5. The purpose of this function is to maximize the productivity of an

organization by optimizing the effectiveness of its employees.

What I Can Do

Activity: The Young Manager

Instruction: As a future manager, you come with your benefits. Your youth has
gifted you with an innovative and creative mindset. Compared to generations
before, you are wildly techy and world savvy, and you tackle challenges with an
adventurous and curious attitude. So, in this activity, you are going to select one
functional area of management for future career path. You may begin with the
activity by answering the questions below.

1. What functional area of management

interest
you most? _________________________________

2. What made you choose that area of

management? _____________________________

3. What are you plans to achieve your chosen

management function?
__________________________________

4. Who will be your motivators in achieving

your
goal? ______________________________________

5. How do you
see yourself 10 years from
now? ______________

freepik.com/free-photos-vectors/businessman
 Assessment

Multiple Choice: Choose the letter of the correct answer and write it on a separate
sheet of paper.
1. What functional area of management that relies heavily on the adoption and
coordination of product, price, promotion, and place for achieving responses?
a. Marketing Management c. Material & Procurement
Management
b. ICT Management d. Operational Management

2. What foundation of operations and management that is typically a major part of a

company’s cost structure, and must be manage wisely?
a. Cost Control c. Cost Management
b. Cost Accounting d. Cost Benefit

3. What functions of financial management that involves short- term and long- term
debt equity analysis?
a. Estimation of Capital Requirements
b. Determination of capital composition
c. Investment of funds
d. Choice of sources of funds

4. What function of operations manager that requires long-term commitment of

resources and determine parameters of system operations?
a. System Operation Decision c. System Management Decision
b. System Design Decision d. System Quality Decision

5. What do you call a person that is responsible in estimating the capital

requirements
of the business and design the capital structure including the determination of
the
proper sources of finance?
a. Human Resource Manager c. Operations Manager
b. Financial Manager d. Office Manager

6. What do you call a term used to describe formal systems for the management of
people within an organization?
a. Human Resource Management c. Operations Management
b. Marketing Management d. Office Management
7. What functional area of management that is responsible in the core supply chain
function, which includes supply chain planning and supply chain execution
capabilities?
a. Marketing Management c. Material & Procurement
Management
b. ICT Management d. Operational Management

8. What do you call the process of planning, organizing, guiding, communicating,

directing, coordinating, and controlling the activities of a group of people who are
working to achieve business objectives efficiently and economically.
a. Human Resource Management c. Operations Management
b. Marketing Management d. Office Management

9. What do you call a business process that manage marketing activities in profit
and
non- profit seeking of the organization?
a. Human Resource Management c. Operations Management
b. Marketing Management d. Office Management

10. What functional area of management that is responsible for all aspects of
creating
goods and services?
a. Human Resource Management c. Operations Management
b. Marketing Management d. Office Management

11. What ICT system that allows your business to store, process, analyze and
share vast amounts of data.
a. Better Decision-Making c. Greater and Virtual Collaboration
b. Improved Customer Service d. Improved Financial Performance

12. What ICT solutions that can help your organization reduce costs, increase
revenue, and improve profitability.
a. Better Decision-Making c. Greater and Virtual Collaboration
b. Improved Customer Service d. Improved Financial Performance

13. What communication network that enables your project team to collaborate
effectively.
a. Better Decision-Making c. Greater and Virtual Collaboration
b. Improved Customer Service d. Improved Financial Performance

14. What ICT solutions that can be used to offer faster response and higher
standards of service to its customers.
a. Better Decision-Making c. Greater and Virtual Collaboration
b. Improved Customer Service d. Improved Financial Performance

15. What function of financial management wherein finance manager decide to

allocate funds into profitable ventures so that there is safety on investment
and regular returns is possible.
 a. Disposal of Surplus c. Financial Control
b. Investment of Funds d. Management of Cash

Answer Key

What I Know What’s More What I Have Learned

1. A 6. A 1. T 1. Information and Communication
Technology Management
2. D 7. A 2. F
2. Financial Management
3. C 8. B 3. T
3. Material and Procurement
4. B 9. B 4. F
Management
5. C 10. B 5. T
4. Marketing Management

5. Human Resource Management

What’s In

1. PLANNING

2. PROCESS

3. EFFICIENCY

4. QUALITY

5. PROFITABILITY

What’s New
References:
Illustrations:
Mncedisi Trinity Dewa, Bakery Process Flow, November 16, 2020
https://www.researchgate.net/figure/Baking-Process-Work-flow-
diagram_fig2_267631566#
F.John Reh, (2019), Management Career Paths, November 17, 2020,
https://www.thebalancecareers.com/management-career-paths-2275866
Online sources:
Madera Jill Anne, (2017), The Different Functional Areas of Management November
14, 2020 https://prezi.com/5r5w_ynauzjz/the-different-functional-areas-of-
management/
Operations Management, November 15, 2020
https://www.smartsheet.com/operations-management
Financial Management -Objective, Meaning, functions, November 15, 2020
https://www.managementstudyguide.com/financial-management.htm
What is Office Management, November 15, 2020, https://www.wgu.edu/blog/what-
office-management2009.html
Citeman, (2006), Roles of Material Management in Operation, November 15, 2020
https://www.citeman.com/151-roles-of-materials-management-in-operations.html
Ian Linton, (2018), The Benefits of using ICTs in Business and Finance, November
16, 2020, https://bizfluent.com/list-6641121-benefits-using-icts-business-
finance.html
Robert H. Waterman,
Thomas J. Peters, and
Julien R. Phillips, “Structure
is not Organization,”
Business
Horizons (June, 1980): ff. 14
Robert H. Waterman,
Thomas J. Peters, and
Julien R. Phillips, “Structure
is not Organization,”
Business
Horizons (June, 1980): ff. 14