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The functional departments of an organization

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  1. Introduction
  2. Functional departments
    1. Functional areas
  3. Production department
    1. Objectives
    2. Production order
    3. Design
  4. Quality control
  5. Safety measures
  6. Personnel department
    1. Objectives
    2. Functions
  7. Human resource
    1. Human resource planning
    2. Recruitment
    3. Training and development
    4. Remuneration
    5. Discipline
  8. Manpower planning
    1. Performance appraisal
  9. Security of the company
  10. Finance department
    1. Objectives
    2. Functions
    3. Capital structure
    4. Working capital
    5. Receivables management
  11. Ratio analysis
    1. Costing
    2. Objectives
    3. Ledgers maintained by costing section
    4. Elements of cost
    5. Direct expenses
    6. Overheads
  12. Costing methods
    1. Types of financial aid available for export
    2. Functions of finance department
  13. Marketing department
    1. Objectives
    2. Functions
    3. Maintaining various records
    4. Advertising
    5. Labeling
    6. Product planning
    7. Pricing policy
  14. Suggestions
  15. Conclusion

Every organization, big or small needs to have certain departments, without which it cannot function. These are departments like the finance department, the human resources department, the personnel department, the marketing department, etc. The purpose of this document is to give you a general idea of what the different departments in a company are and what they do to aid in the companies operations. These departments coordinate with one another in order to achieve the combined goals of the company.

A simple example of such coordination would be the marketing department which markets the products of a company but without the production department there would be no products to market and without any products to market and sell there would be no finances therefore negating the finance department. The production department plays a very important role in the entire organization. It acts as a main center of the whole organization by converting the raw materials into finished products. This department is responsible in carrying out the production activity evenly and in most efficient manner.

[...] The administration department deals with human relations and legal activities, it is the people (employees) who make an organization ?success? or allow it to be. Human resource management is the life and health of an organization. HRD is a function more concerned with training and development of employees in order to maximize both the efficiently of employees as well as the organizational effectiveness. OBJECTIVES:- The main objective is to ensure the handy of competent and willing work force to the organization; To maintain good relationship between the employer and employees; To maintain good industrial relations; To assist employees in attaining their personal goals so as the organization goal; Enhance the individual contribution to the organization; To select right position for right person and number of employees; To help individual growth. [...]

[...] Finished Goods Ledger: It contains an account for each item of finished products manufactured or the job completed. When the finished product is transferred to stores, a credit entry is made in work in progress. Ledger and a corresponding debit entry are made in this ledger. Elements of cost Material Cost: Direct materials are those materials that can be traced as part of the product or which can be tangibly seen into the product and the lost of direct materials can be identified with and allocated to the cost units. [...]

[...] In this organization performance appraisal is done by supervisors or Head of the Departments. Although in day-to-day work the supervisor continuously appraises his/her subordinates, the daily appraisals lack summation and objectivity. The management is doing it annually. Also special appraisal may be done at the end of an employee's probationary period or at the time of promotion. It can be done at operative and managerial level but are not useful for managers who always work under several constraints. At managerial level performance appraisal is done with caution. [...]

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