Interrelated Functions for Success

Evaluating the importance of different business functions

An organisational function is the core process or the sets of activities carried out within the department of the company, where the functions of the company include operations, marketing, human resources, information technology, customer service management, finance and warehousing. The organisational functions are interrelated to each other to maximise the aim and objectives of the firm and in the recent era of globalisation, all the multinational corporate firms are trying to collaborate and develop inter departmental working practice to achieve future success (Kitchin, 2017). There are different organisational functions which are internal external and support functions. Under the internal functions of the firms, the activities are such as acquisition of finance, purchase of raw materials, hiring labour, managing overhead expenses and production of goods. In this regard, the organisational production functions are inter linked with the finance department where the finance managers try to reallocate the organisational resources and invest adequate amount of resources for conducting the production functions with proper supply of raw materials and labourers.

On the other hand, the external functions are such as marketing research, advertisement, sales promotional functions, selling and distribution management and appointing the sales agents. These external functions are also important to manage the external operations of the organisations (MacAskill and Guthrie, 2017). The operational functions of market research is interlinked with the strategic decision making functions, where the board of directors and senior management team are trying to utilise the market information to restructure the organisational operations and developing proper strategy to run the company successfully. On the other hand, the market research and decision making functions are related to the operational functions, where the stakeholders try to conduct the operations efficiently as per the decision made by the leaders and the managers on the basis of market research (Adegbite et al., 2018). The market information and research and developmental functions are also helpful to develop appropriate marketing strategic planning to target the audiences and mange the human resource to serve the customers efficiently. Hereby, the human resource management is also effective functions of the organisation as it helps to boost the production functions and improve operational efficiencies to achieve future organisational mission.

On the other hand, the marketing functions are effective and the activities are interlinked with the customer service management and sales management, where the organisational representative try to promote the brands in the market and manage the sales activities to serve the customers in a better way (MacAskill and Guthrie, 2017). Hereby, the customer service management functions depend on the human resource management, skill development activities and operational functions, where the service providers can handle the customers online and offline. The technological team is responsible to handle the technical functions and it further helps to maximise creativity and innovation of the company. The technological functions are also interlinked with the production and operational functions, where the organisations aim to improve their production strategy and enhance the operational efficiency by technological advancement.

Reference List

Adegbite, O.E., Simintiras, A.C., Dwivedi, Y.K. and Ifie, K., 2018. Organisational Concepts and Theories of Adaptation. In Organisational Adaptations (pp. 27-48). Springer, Cham.

Haga, T. and Ravn, J.E., 2019. Introducing a corporate concept into organisational practices: a case study of domestication and organisational choice. European Journal of Workplace Innovation, 4(2).

Kitchin, D., 2017. An introduction to organisational behaviour for managers and engineers: A group and multicultural approach. London: Routledge.

MacAskill, K. and Guthrie, P., 2017. Organisational complexity in infrastructure reconstruction–A case study of recovering land drainage functions in Christchurch. International Journal of Project Management, 35(5), pp.864-874.