linear-functional management structure is a special system in which the functions of the heads are divided into several large groups:
- mandatory for execution;
- recommendation for the implementation of the enterprise.
Such alternative models should be built on the basis of several mandatory principles.We consider these in more detail.
Firstly, linear-functional organizational structure of management implies a general manager and heads of departments (economic, technical, legal, etc.), Who must share their impact on the employees in accordance with their tasks.
Second, senior managers is obliged to carry out only a linear effect on all employees.But functional superiors should provide technological impact.
Third, linear-functional structure of the management of the organization means that any artist can transfer part of its work on the lower level.In this case, it acts in relation to his immediate supervisor.
Line-functional management structure has the following advantages:
- have the opportunity to bring to the leadership of a competent, qualified and knowledgeable experts in a particular field;
- has an operational decision-making in non-standard situations;
- presence of the rapid growth of professional managers who perform the functional roles;
- the possibility of obtaining consistent orders, orders and assignments;
- have a full personal responsibility for the result of their activities.
linear-functional management structure has the following disadvantages:
- difficulty in coordinating the activities of all units in the overall system of the enterprise;
- presence of a large load manager and his assistants on the basic issues of management and production.
As a result, the process of decentralization within this structure, which leads to the fact that the responsibilities and rights in greater depth can be divided between the various bodies;practical technical guidance developments;departments purchase of materials, spare parts and raw materials, marketing, manufacturing, and so on.
Line-functional management structure is typical more for such enterprises, where there is a steady release of a huge number of similar products.
It is effective when there is a considerable economies of scale.This will be true in a situation if a modern market is at the moment a whole.
But there are situations when the structure is in the company totally unacceptable:
- presence of an expanding product diversification;
- present complexity of internal and external communications;
- innovate;
- there are serious difficulties on the market of products from the tough struggle for "a place under the sun";
- increase in the size of the enterprise;
- expanding the range of products and their market outlets.
linear-functional structure in such a situation due to significant fragmentation of responsibilities and rights for specific functions able to lose the ability to adapt and get used to the new conditions, in response to the emergence of new changes.Since the management process are beginning to have conflicts over the allocation of priorities, the decision is delayed for a long time.As a result, the elongation of communications, deterioration of interactions between departments, and the execution of control functions difficult.
