Analyzing Roles of a Manager in the Functional Areas of BusinessAnalyzing the roles of a manager in the functional areas of businessSam Walton mentioned that outstanding leaders go out of his or her way to boost the self-esteem of their personnel. If people believe in themselves it is amazing what they can accomplish (Walton, 2013). Managers must oversee the daily functions and operations in the working environment. Identifying efficiencies and deficiencies allows managers to develop possible courses of actions in implementing best business practices at each level of management. Managers must be aware of the legalities associated with business practices and employees.
Managers must take full responsibility in ensuring workplace practices are legally compliant with state, federal, and when applicable with international rules and regulations. The many functional areas of business evolve around resources, operational planning, and the most valuable asset- people (Baruch, 2009). Companies must recruit and retain their best candidates. Managers involved in human resources management can apply the concepts of professional development throughout the employee lifecycle (University of Phoenix, 2013). Managers must ensure to retain well-qualified employees through training and positive leadership.
Leaders as well as managers are responsible for handling conflict that may arise in the office. Many times the military has reflected historically on leadership lessons that motivated military personnel to perform above the call of their appointed duties. Many of the servicemembers paid the ultimate sacrifice to preserve America and other countries freedom. Leaders like managers must account for the quality and volume produced by their employees. Managers must account for resources equally important to human capital. Supplies and monetary resources need efficient management. Planning for the expected expense must also account for the unexpected. Managers can plan for short and long- term expenditures through available means of business data maintained by the business. This information is available in research and statistical data. The operations and management of business operation analyzes relevant information in determining the best plans for action to produce the desired outcome.
We hope you find this document useful, and that it will bring a better understanding of career and career management within DOD. The document may be downloaded for commercial or in print form at the DOD Web site at http://www.dod.mil/~DOD.pdf. The documents may be searched for information about the Office of Management and Budget (OMB), and DOD and Congress.
DOD
The OMB is responsible for building, maintaining and enhancing the DOD and Congress’ understanding of career and career management within the military. Learn more in the following:
The OMB includes a wide range of government services that provide a variety of career support and career skills in the DOD and Congress. In addition, the OMB is home to more than 500 organizations, including public service academies, trade schools, public safety groups, and universities, with more than 1,000 employees in more than 2,700 offices and 27,500 members.* At a minimum, the OMB provides career and professional assistance, training, employment reviews, job acquisition programs and career development in support of its missions.
DOD does not directly endorse or support any form of professional solicitation, or to sell information directly through any means.
The National Council for Professional Responsibility (NCPCR), a bipartisan, independent organization founded in 1998 and headquartered in Washington by former Presidents Bush and Obama, is recognized for its dedication to career planning, effective leadership planning, education, service planning, training and employment planning.
National Recruiting Council
NRC is an Office of National Recruiting (ONS) organization that ensures the recruitment, retention, and promotion of service personnel to serve in the military and civilian government organizations, from low-risk recruiters in the general U.S. Armed Services to high-risk recruiters in the private sector. Since 1990, NRC has represented more than 17,600 low-risk military and civilian employees throughout the military and civilian government industries.
NRC has led a program of approximately 1,100 retired military and civilian service members, including retirees, in setting recruitment and retention program goals, evaluating employee outcomes, developing recruitment training plans, and administering promotion and education programs. NRC also facilitates training of new service members who join NRC and serves as an active member.
National Career Counseling Team
The Career Counseling Team is a program of 10 non-profit programs at the DOD that work to develop, maintain, coordinate, and support career-related counseling of potential career-assessed service personnel.
From 1996-2000, the Team worked to develop professional career-related counseling programs in the Armed Services, Civil and Environmental Service, United Nations, and various civilian government agencies. At its core, the Team is concerned with how young service members are coping with changes to leadership and their performance in leadership’s office. These changing positions are often influenced by changes in cultural trends and policies, with the involvement of a diversity of voices.
Seniority and Leadership
The Leadership Team is the backbone of the career counseling program. It works to assist service members of all career levels develop competencies, build skills, and perform important mission-based, short-term, and long-term leadership functions. Additionally, the team has been recognized as a source of leadership training for service members of all levels.
The team is dedicated to providing mentoring through online online course development programs for service members and their families.
Each program serves as a hub for the leadership and leadership team, providing mentoring to all the top leadership programs and training programs.
The Career Advisor program is a program of more than 200 training organizations, including the Department of Defense and National Association of Women Career Advisors, which provides ment
Marketing involves the intervention of managers at the various levels. It does not solely rely on advertising and selling the products or service. The process of marketing is heavily dependent on the customers’ needs and studies the trends that affect the sales and services. The volume of sales and frequency of service have a direct effect in production and delivery. One of the many process templates that managers used in developing a strategic plan is the Five Forces Model. The model depicted below determines industry