Functional Image in Business and Management, Marketing and Architecture - Essay Example

? Business and Management: Marketing and Architecture Functional Image in Business and Management; marketing and architecture The essay gives more focus on the above topic which is in two subsections, that is, marketing and architecture. The essay use examples to illustrate the perspectives which are critical for ones understanding. Introduction Critical Management Scholars like Cradden (2005) argue that the functional image of a business gets detached from members and stakeholder experiences. To illustrate this, there is consideration of two topics, that is, marketing and architecture as stated in the research study by Buchanan (2010). Since many businesses require robust marketing and architecture, the members attached to the business understand these phenomena. Additionally, the stakeholders and other members understand the rational phenomenon of the business. Many stakeholders and members of a business fail to attach the functional image of the business to their experiences in terms of marketing and architecture. Marketing The functionality of a business in terms of Marketing forms an ethical foundation although it tries to disguise itself and presence of limited critics who perceive its definition of the supposed ethics. There are epistemological suppositions which dominate this perspective and whose orthodoxy needs to be uncovered. This statement implies that it is tasking to perform function marketing, but is it possible to execute the practice of contacting a customer. Marketing has been applied mostly in non-profit organizations and government sectors. This implies that marketing is one of the most vital business functionality as stated by Alvesson (2003). According to Alvesson, Bridgman & Willmott (2009), the business functionality problem can be in terms of the marketing strategy that the business uses. Marketing is a crucial issue when dealing with the functionality of a business. This is because marketing has a significant impact on the identity of an individual. Organizations focus on the need to introduce marketing and the barriers that come in between, many stakeholders and members of the business fail to understand this functional aspect of the business and they have not changed their business process so as to market their products widely as stated by Bronner (2011). Boje (2008) illustrates that marketing comes before finance and sales, implying that the power of marketing is a manipulative factor for many individuals since marketing shapes the customer’s needs so as to make enough profits. Internal processes that help to get the functional view of a business from a marketing perspective include; the organization of the marketing department of the business such that every product is familiar to every potential consumer. Martin (2001) in his research study, states that it is crucial for a business to broaden marketing into the public sector since many financial institutions insist on marketing plans. Marketing colonizes organizations but does not determine the direction that the business organization takes. To illustrate this perspective, there is consideration of the Woolworth supermarket where its marketing strategies ensure that all products, which already in the market, extend to as many customers as possible. The logo that a business uses also acts as a boost in marketing its products. Most employees in the businesses I have observed fail to understand that to retain the customers who keep the business operation; the customers require new products, which have an added ingredient. The function image of a business is in the form of a set of ongoing activities, which are logical so as to sustain the business objectives of the organization these activities depend on the marketing strategy of the business as explained by Hatch & Cunliffe (2012). Marketing has, thus; been a teaching to me to become convincing to customers when trying to make them buy a new product. Currently many stakeholders in other regions do not promote their products through marketing as seen in the Silicon Valley and loose many customers. It is vital for such business organizations to understand that it is the function of the business to market their products so as to attract a huge number of customers as stated by Linstead, Fulop & Lilley (2009). Architecture Architecture, which is vital in the functionality of a business, as considered by many theorists engulfs around the power, identity and control of a business organization. Architecture can be interpreted through the functional perspective of a business as well as critical and interpretive perspectives. Architecture consists of the environment, the style and context as well as power and control which affect the functionality approach by the management. For any organization, the physical setting expresses strategic aspects of the business. Most of the stakeholders and business members have a preoccupation with images which increase the importance of settings regarding to the physical organization. The physical property, which is a part of the architecture, is seen as an asset that requires efficient and effective management. The property is also a managerial tool which helps to achieve organizational goals, which are vital to the business such as creativity, innovation and commitment. It is the function of a business to provide services to establish robust architecture. The services provided by the business should aim at developing a stronger architecture which works for the employees and customers. Many stakeholders get detached to this business function since they do not play any significant role in establishing the architecture which will work for every person who has direct contact with the business including the customers (Gagliardi, 1992). This perspective is evident in the Silicon Valley, where many businesses have considered their architecture to be corporate premises and space used to communicate to the espoused values which show commitment, to trigger cultural change or to communicate a shift in official values, which are desired. Further illustrations that I have observed include when the seven miles of the internal wall were removed from the treasury building belonging to the UK government as seen in the research study work of Hancock & Tyler (2001) rendering the treasury building unattractive to the visitors and employees. From experiences while working for some companies, I discovered that the architecture of a business determines the customer outcome and consequently the competition level of a business. Conclusion on Marketing and architecture In daily experiences around the Silicon Valley, which is dominated by huge organizations like Google, their corporate headquarters are symbols of corporate change as explained in the research study by Crowther & Green (2004). Other illustrations include the Dutch telecom operator where there was a transformation from being a government corporation to a private one, so as to improve their architecture. New architecture provides backing for the introduction of new corporate culture, which demonstrates transparency and flexibility. Some of the architecture that a business establishes may be seductive, manipulative or intimidating to employees or visitors, though it can help in the construction of customers through the experience of buying such as the West Edmonton Mall. The spaces in the properties act as an embodiment of managerial control. Many businesses whose architecture is appealing to visitors and employees seem to be more successive since many customers want to be associated with the business. According to Fineman & Yiannis (1996), marketing is a continuous process that many stakeholders in the business get detached from since the management is the one that takes a leading role in the marketing process as seen in the Microsoft corporation marketing strategy where there are many marketing officers around the world to ensure that their products dominate every market. References Alvesson, M. (2003). Studying Management Critically. London [u.a.], SAGE. Alvesson, M., & Willmott, H. (2011). Making Sense of Management: A Critical Introduction. London, SAGE. Alvesson, M., Bridgman, T., & Willmott, H. (2009). The Oxford Handbook of Critical Management Studies. Oxford, Oxford University Press. Boje, D. M. (2008). Storytelling Organizations. Los Angeles, Calif., [etc.], SAGE. Bronner, S. E. (2011). Critical Theory: A Very Short Introduction. Oxford, Oxford University Press. Buchanan, I. (2010). A Dictionary of Critical Theory. Oxford, Oxford University Press. Cradden, C. (2005). Repoliticizing Management: A Theory of Corporate Legitimacy. Aldershot [u.a.], Ashgate. Crowther, D., & Green, M. (2004). Organisational Theory. London, Chartered Institute of Personnel and Development. Fineman, S., & Yiannis, G. (1996). Experiencing organizations. Thousand Oaks, Ca, Sage. Gagliardi, P. (1992). Symbols and Artifacts: Views of the Corporate Landscape. New York, Aldine de Gruyter. Hancock, P., & Tyler, M. (2001). Work, Postmodernism and Organization: A Critical Introduction. London [u.a.], SAGE. Hatch, M. J., & Cunliffe, A. L. (2012). Organization Theory: Modern, Symbolic, And Postmodern Perspectives. Oxford, Oxford University Press. Linstead, S., Fulop, L., & Lilley, S. (2009). Management and Organization: A Critical Text. Basingstoke, Palgrave Macmillan. Martin, J. L. (2001). Organizational culture: Mapping the Terrain. Thousand Oaks, Calif, SAGE. Read More