Essay on Interview With a Business Manager

1828 Words 8 Pages
Polycom was founded in December of 1990 and went public in 1996. Its global workforce is comprised of approximately 3200 employees. Revenues for 2010 were posted at $1.2 billion. Polycom prides itself in being
“a global leader in unified communications (UC) solutions with industry-leading telepresence, video, voice and Polycom UC Intelligent Core™ infrastructure solutions—all built on open standards. Polycom's vision and strategy is to enable UC Everywhere—allowing people to communicate and collaborate anywhere on multiple devices” (Polycom Corporate, 2011).
Clearly Polycom’s success does not just stem from quality products and services, but also from the employees who are in the trenches every day; creating new products, increasing
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Other functions include planning of strategic goals and making sure they come to fruition, controlling budget, weighing effectiveness vs. efficiency, and dealing with employees, customers, and vendors. In essence, there is no specific agenda that can be adhered to on a daily basis, as the environment of a manager constantly changes. A “customer fire drill” could arise (Eshelman, 2011); a sudden change in the organization, budgetary cuts, and so forth. A manager constantly has to be ready to change direction and still produce results. A bulk of the daily work load is spent on managerial duties, such as “dealing with the problems at hand” (Eshelman, 2011), making decisions, leading employees, and ensuring a natural flow of projects and operations.
Two of the most critical managerial issues Mr. Eshelman describes are budgeting and employee relations. The company must have employees, products, and other resources to run the business in a profitable manner. It is a manager’s responsibility to weigh the balance of effectiveness vs. efficiency and profit vs. loss on a constant basis. When certain budgetary allocations change, the manager needs to find alternatives and put plans into place to reduce cost but still maintain profitability and productivity.
In Eshelman’s opinion, the three most important manager skills to possess are the ability to make impromptu decisions, have technical competency,
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