Functional expertise is one’s ability to master skills in their areas of knowledge. Building functional expertise is important to the firm because it helps the personnel to master their skills and deliver better services. The paper tries to explain the role of building a functional expertise. The paper also tries to describe a two year plan in building a functional expertise in the newly hired manager.
Role of building a functional expertise
The key role of building functional expertise is increasing productivity in a business. Labor is an important factor of production, and because companies concentrate on building functional expertise. Firms strive to instill knowledge to their employees in order to improve their skills. According to Schneier, (2004), this makes them use a lot of funds to train their employees in their areas of specialization. This enables employees to gain global skills like other employees in any part of the world. They therefore, gain competence and this enables the company to acquire a better factor of production.
The company is therefore, able to increase the quality and quantity of their products enabling them generates more revenues from their sales. They therefore, maximize their profits enabling them expand and provide better services to the society.
Two year plan for building a functional expertise of a newly hired manager
Building a functional expertise is a practice that needs a professional plan. This section explains with how the firm would come up with a two year plan of building a functional expertise.
The first process is to instill business intelligence. This is through a common methodology, curriculum for training a manager and introducing them into a knowledge sharing network. These help managers to share information with another manager in order to explore potential business opportunities (Fulmer, 2004).
The next process is providing with skills in customer relationship management. These enable managers to integrate their sales, marketing and customer service functions to increase sales performance across all channels. They are provided with skills on how to deal with customers and to listen to their claims. This increases revenues and hence profits to the firm.
The next step is providing a manager with financial management skills. Firms operate to purchase raw materials using finance and also sell them. Managers are trained on which areas to issue more funds than the others. Some areas require more funds than others in order to obtain maximum production. Example is a manager should concentrate more on increasing labor than to purchase vehicles (Fulmer, 2004).
The last step is to provide them with skills on human resource management. This is through organizing labor for maximum productivity. These are skills on where to place workers and how to split labor through specialization and division. This enables workers to enjoy their areas of working and hence increased production. This enables a firm to maximize revenues due to increased sales (Parcon, 2006).
References
Fulmer, M. (2004). Growing Your Company’s Leaders; How Great Organizations Use
Succession Management to Sustain Competitive Advantage. New York: Broadway
Publishers.
Parcon, P. (2006). Develop Your Team Building Skills. New Delhi: Lotus Press
Schneier, C. (2004) The Training And Development Sourcebook. Massachusetts: Human
Resource Development Press
