Supporting Business Activities for Organizations
Supporting business is the activity, which performs all the areas of the business sector. Every organization has different sectors, departments that need coordination. Supporting business work as a supervisory role in the organization. This report is about supporting business activities which not only for big organizations as well as smaller ones.
Description of the tasks that support the functional areas in an organization:
The organization has different functional parts, and this helps to give support to the organization for continuing its work. Every organization has various functional departments, and big organizations have separation of these departments. However, smaller organizations have integrated departments for conducting these tasks. Different functional areas of the organization are sales, marketing, purchasing, manufacturing, marketing, finance.
When an employee of the organization do business with the customer and takes the order, this called sales. They do this with advertising, on the mobile, in the house, and online.
The purchasing department monitors the organizations buy according to the requirement of the organization. In this way, they help the other department of the organization.
Company those who produce different types of products need a manufacturing department for the scattering of products and development of goods.
Marketing means the promotion of a product through advertising and other activities, arranging different types of events, etc. this function is combined with the sales of the organizations.
The organization has financial transaction and investment, accounting task which is handled by the finance department.
When an organization does the assessment, it follows a systematic way of evaluating. In this way, they assess the support of the organizations. Business organizations try to improve, adjust, and perform well. They may not achieve all time. For success, organizations should improve and adjust their evaluation process. This tool can help the organization to assess their data of the performance, detect the factors that are helping them to improve. The organizations that give money to these organizations are trying to understand this evaluation. In this way, support to an organization that helps to achieve its success and evaluation is done this way
STRATEGIC PLANNING
While many of our participants scoffed at the thought of planning, with the comment, “Who’s got the time?” a number of them in fact had implemented effective strategic planning systems. These companies shared a pragmatic approach to planning; the objective was not to establish rigid end points and strict directions, but to focus on more general goals and monitor progress.
SKILL-SET ENHANCEMENT
Many business founders admitted that they lacked certain business skills, primarily in the legal, accounting and general management areas. A number of entrepreneurs felt the severe consequences of this inexperience. For example, a steel fabricator was investigated by the Illinois Equal Employment Opportunity Council and was found to have minorities inadequately represented in its work-force. The investigation resulted in a $580,000 fine, plus $80,000 in legal fees.
DATA COLLECTION
Entrepreneurs can be faced with a staggering number of decisions daily. While these decisions will invariably be based on imperfect information, every effort should be taken to ensure that the information available is timely, accurate and relevant. In smaller firms, managers and employees usually possess a great deal of data. But entrepreneurs can only collect and leverage this information if internal communications are effective. As a company grows, the need for more automated information systems increases. The key to effective communications for a rapidly growing firm is to maintain efficient interaction among employees, supported by an information system that is flexible and scalable.
FINANCIAL CONTROL
In a company’s initial growth phase, cash is often a scarce commodity. When an entrepreneur needs cash to finance growth, the sources are often confined to personal savings, credit cards and friends and family. While these sources can be accessed, the amounts available are usually limited, a fact that makes internally generated revenue so precious and financial controls so critical. Some companies interviewed demonstrated exceptional financial controls by managing cash effectively, monitoring financial information, containing fixed costs and maintaining operating margins. Effective controls enabled these companies to limit unnecessary expenditures and maximize the amount of internally generated cash flows.
PAYING THE PRICE
The steel fabricator’s story provided an example of a company that experienced a setback caused by a lack of regulatory knowledge. There was one firm in the sample, however, that provided an excellent illustration of what can occur if all four of the activities discussed are ignored.
CONCLUSION
Financial Control, data collection, skill-set enhancement and strategic planning are the four activities that are key to building a basic business infrastructure that supports the execution of a strategy. Designing a business infrastructure may not be the most exciting undertaking for entrepreneurs, who often prefer having animated discussions centered on their vision of the future. However, it is a project that warrants considerable attention from founders and managers of rapidly growing companies, especially those who wish to grow and endure.