Question 1:

Management is a four-step process that includes planning, organising, directing, and controlling
(Holmer, 1964). Leadership is a social influence link formed by two or more persons who rely on one
another to achieve their goals (Robbins & Coulter, 2021). Leadership is about persuading followers
to believe in and comprehend the leader's vision and to work with him to achieve the company's
objectives, whereas management is more concerned with administrative responsibilities and
ensuring that day-to-day operations function smoothly. (Ferreira et al., 2017).

There are a few key differences between leaders and managers:

1. Leaders direct, guide, and influence the behaviour of their followers in order for them to attain
certain goals. A manager, on the other hand, is an organization's representative who supervises
overseeing the work of a group of workers and taking appropriate actions as necessary (Turcotte,
1983).

2. Leaders provide a vision, define a direction, and encourage personnel to achieve the
organization's goals. They form new structures and interact in novel ways. Managers, on the other
hand, plan, organise, budget, coordinate, manage, and carry out activities within the confines of pre-
existing organisations (Turcotte, 1983).

3. Managers focus on functions, but leaders focus on roles.

4. Leaders guide personnel toward the company's aims and objectives, whilst managers push them
to attain them (Turcotte, 1983).

5. Leaders inspire, influence, and motivate others, whereas managers ensure that day-to-day
operations run smoothly (Turcotte, 1983).

6. Leaders think beyond the box, whilst managers think inside it.

7. Managers are concerned with the now and now, whereas leaders are concerned with the here
and now.

8. Managers serve as missionaries, whereas leaders serve as visionaries.

These differences determine their respective roles within an organisation:

Managerial duties are frequently stated in a job description in a company. The major focus of a
manager is on achieving organisational goals and objectives. The manager is responsible for task
planning, organisation, and delegation to team members. They are also in charge of ensuring that
team members are aware of their respective tasks and duties. Managers monitor, appraise, and
analyse their employees' development. Managers are also in charge of hiring and training new
personnel (Ackerman, 1985).

The CEO of a firm impacts employee behaviour and establishes direction by defining and conveying
the organization's corporate vision and motivating people to accomplish it. A leader supervises the
actions of subordinates; he provides the team with the materials it requires to meet its maintenance
and task-related demands. As a guide, he functions as a corporate spokesman, encouraging the
entire team to collaborate and assisting them in fulfilling their responsibilities. A leader sets goals
that benefit both the business and its people (Thuis & Stuive, 2019).
Amazon CEO Jeff Bezos is an example of a corporate leader who engages with and impacts people's
thoughts. However, Brian Olsavsky, the head of Amazon Finance, is a manager who prioritises
departmental work.

To summarise, the leader in a corporation performs just one management job, that of providing
direction, whereas the manager performs all management activities, including planning, organising,
staffing, directing, and regulating.

Question 2:

The main functional areas of business are:

1.Operation:

The operation functional area is responsible for turning inputs or components of production such as
natural resources, raw materials, human resources, and capital into outputs or goods and services in
sufficient number and quality to fulfil consumer expectations. (Bolton, 1994) The operation manager
oversees and supervises the company's day-to-day activities. Production planning, routing,
scheduling, and supervising are all operations management duties that are critical for regulating
production, operations efficiency, and quality management. Effective operations management may
help a firm succeed by first managing the quality of its products and items to ensure that they are fit
for consumers. Second, to get the greatest results, ensure proper productivity, personnel staffing,
and resource allocation. Third, by assuring customer happiness, operation management may help a
firm succeed (Heizer & Render, 2002).

2.Human resources (HR):

Employees are a company's human resources. The Human Resources department of a company is in
charge of recruiting, training, appraising, and encouraging personnel to help the company
accomplish its goals (Bolton, 1994). HR activities include hiring and developing the right person, job
analysis and design, planning and forecasting, training and development, performance planning and
evaluation, and benefits and pay (Helm & Utteridge, 2010). Human resources have an impact on
organisational effectiveness. The human resources department maximises employee productivity
while also protects the organisation from any issues that may arise within the workforce. HR
develops compensation and benefits policies to ensure that the company's salaries are competitive
with those of other firms in the region, in the same industry, or competing for employees with
equivalent qualities. HR also contributed to the organization's security by staying current on any
legislation that may affect the corporation and its personnel (Helm & Utteridge, 2010).

3.Sales and Marketing:

Marketing is all about discovering and meeting consumers' wants and desires (Bolton, 1994).

1. Conducting and analysing market research to get input on new and current goods and services
and discussing the results and repercussions with management.

2. Using a variety of advertising and promotional platforms, such as newspapers, television, the
internet, direct mail, and sponsorships, to promote goods and services.

3. Creating, maintaining, and marketing the corporate website (Pride & Ferrell, 2020).
Marketing functions contribute to a company's success in a variety of ways, including: For starters, it
increases a company's sales by notifying customers about the availability of items. Second,
marketing creates revenue potential. Reduced product costs, as well as media advertisements and
promotions, are strategies for increasing revenues and attracting customers. Furthermore,
marketing might help the firm create its objectives by utilising various marketing tactics, increasing
the popularity of their brand, and encouraging the company to preserve its reputation. As a result,
the firm will develop precise goals and objectives for their staff to understand their ambitions, and
marketing will help the company by influencing decision-making (Pride & Ferrell, 2020).

4.Information technology (IT):

The techniques and equipment used to handle and manage information are referred to as
information technology. It lets a firm to analyse particular data, appropriately manage its business
path, overcome challenging difficulties, and prepare for the future. Many businesses and industries
have been transformed by the Internet. Information technology is used by businesses for anything
from day-to-day operations to strategic decision-making (Conaway, 2019).

IT plays an important part in a company's performance for several reasons. For starters, it may affect
decision-making by obtaining correct information from Big Data, Google Analytics, and Microsoft
CRM. Furthermore, it aids a corporation in doing market research through the use of online surveys,
forums, blogs, and group discussions on the World Wide Web. Second, IT helps a firm improve its
marketing strategies. Digital marketing is a relatively new phenomena that is being utilised to
promote businesses and services all over the world. Search engine optimization (SEO), blogging,
emails, SMS, social media marketing, and Smartphone app advertising are all part of it. Businesses
have lately discovered that without a digital presence, they cannot achieve long-term economic
success, which explains the growth of the internet market. Third, good communication is a critical
tool for understanding client wants, challenges, and levels of satisfaction. The Internet has enabled
businesses to connect in real time with millions of prospective or current consumers, which has
contributed to their success (Conaway, 2019).

5. Finance and accounting

Every firm relies heavily on financial data. Businesses must manage their revenue, costs,
assets, and liabilities (Horner, 2000). Accountants give managers the knowledge they need to
make decisions about how to allocate corporate resources. This function's major purpose is to
guarantee that a company's financial transactions are appropriately represented to both
internal and external stakeholders, as well as government agencies and the company's owners
and investors. While closely related to accounting, the finance function is concerned with the
planning, acquisition, and administration of a company's money (Horner, 2000). Financial
data is important for a company's performance and impacts decision-making:

Financial Accountants are primarily in charge of developing financial statements to aid entities both
within and outside the business in analysing the company's financial soundness.

Managerial accountants help decision-making by providing managers with information on spending,

budgets, asset allocation, and performance evaluation.
Finance managers prepare for short- and long-term financial capital requirements, as well as the
impact of borrowing on the company's financial well-being and the long-term repercussions of
financing choices (Horner, 2000).

6.Project management:

As the business market grows, we've seen an increase in the use of projects to get results
faster, which necessitates the formation of cross-functional teams. Project managers plan,
coordinate, and manage projects from start to finish (Conaway, 2019). Project management is
a key method meant to give an efficient way to complete a project while staying within a set
budget and timeline and producing an acceptable product or service. In business, project
management provides a valuable and highly effective structure that aids in identifying and
focusing on priorities, providing leadership and direction to projects, tracking and measuring
performance, overcoming challenges and issues, addressing unforeseen risks as they arise,
and achieving higher performance, all of which lead to a company's success. (Morris, 2013). 

To summarise, these six functions are essential in the operation of every business since they
contribute to its success.

Question 3:

Companies use four primary business tools to combine the key business functional areas
inside their entire organisation.
The capacity to lead and influence the behaviour of people or the course of events is referred to as
control (Eliot, 1974). It refers to the method through which managers ensure that resources are
obtained and used efficiently to meet the organization's goals. Control is an important method used
by businesses to integrate business functional units within their entire organisation. For starters, it is
a dynamic function that is interconnected with the other three management functions of planning,
organising, and leading. It allows managers to evaluate the effectiveness of each of these three
roles. Second, control systems impact employee behaviours in order to fulfil the company's goals.
Third, control systems provide for the coordination of staff operations and the integration of
resources across the organisation (Misun & Misunova Hudakova, 2020). Managers employ control in
the project management functional area, for example, to guarantee that projects are finished on
schedule and that every member of the team understands the assignment.

Kroeber and Kluckhohn (1985) describe culture as the ways of life of a certain people, comprising
behaviours, beliefs, and institutions passed down from generation to generation (Kroeber et al.,
1985). All business functional areas are influenced by organisational culture. Organizational culture
influences all business functional areas. Organizational culture has an impact on how employees are
handled in accordance with the company's beliefs and goals. It also has an influence on marketing,
sales, and distribution. It may also influence a company's evaluation and choice to join a new market
or develop a new product. Understanding the corporate culture, who they are engaging with, as well
as the variations in time and ethics, is crucial for productive business relationships and the
attainment of company goals (Kroeber et al., 1985). Managers in the human resources functional
areas, for example, must investigate differences in culture and background of the company's
personnel in order to manage them correctly. Organizational culture is especially essential in the
marketing and sales functional area since it defines the sort of product that will be marketed and the
style of advertising that will be used.

Choosing a company's organisational structure is one of the most important decisions that business
owners must make. An organisational structure is a framework that describes the division and
distribution of certain duties in order to fulfil an organization's goals (Locker, 1991). The structure is
a critical way for integrating business functional groups inside an organisation. Different forms of
organisational structures (functional, hierarchical, and matrix) give employees with more
transparency, include managing expectations, contribute to better decision-making, and assure
consistency. It ensures that policies and procedures are followed. It also divided responsibility,
specialised jobs, allocated resources, and guaranteed that key activities were completed on
schedule. When these features are combined, they boost efficiency and, as a result, output (Locker,
1991). In the operation, for example, a functional area structure is used to ensure that all projects
and production operate smoothly and successfully. The organisational structure is equally important
in the finance functional area to ensure the company's financial stability.

Technology is the sum of all skills, techniques, processes, and procedures involved in the creation of
products or services or the accomplishment of objectives such as scientific study (Betz, 1998).
Companies use technology to enhance the overall performance and efficacy of their goods,
operations, and services, as well as how they build and manage client connections, allowing them to
grow quickly and efficiently. The internet and artificial intelligence enable a corporation to function
digitally and virtually without the need for an office. It decreases administrative expenses while
enhancing the capabilities and profitability of the organisation (Betz, 1998).

Technology is unquestionably important in the Information Technology functional area; technology

influences organisational dynamics. Technology is critical to a company's capacity to remain
competitive (Betz, 1998). Furthermore, in the marketing and sales functional area, technology is
used to promote and break into new markets. To entice customers, businesses utilise digital
advertising. Technology has also become an important component of a company's marketing mix,
supporting it in revenue generation (Betz, 1998).

To summarise, control, organisational structure, organisational culture, and technology are

important strategies utilised across all business functional areas to guarantee that a company's
operations run smoothly and successfully.