![]() ![]() Just as there are advantages for organizing projects within the existing functional organizational structure, there are also disadvantages. Functional Organizational Structure Weaknesses While specialists can make significant contributions to projects, their functional field is their professional home and the focus of their professional growth and advancement. Normal career paths within a functional division are maintained. If the scope of the project is narrow and the proper functional unit is assigned primary responsibility, then in-depth expertise can be brought to bear on the most crucial aspects of the project.Įasy Post-Project Transition. With a broad base of technical personnel available within each functional department, people can be switched among different projects with relative ease. Appropriate specialists in different functional units can temporarily be assigned to work on the project and then return to their normal work. There is maximum flexibility in the use of staff. There is no radical alteration in the design and operation of the parent organization.įlexibility. Projects are completed within the basic functional structure of the parent organization. There are advantages and disadvantages for using the existing functional organizational structure to administer and complete projects. Functional Organizational Structure Strengths In both cases, most of the project work would be done within the specified department and coordination with other departments would occur through normal channels. Likewise, a project involving the upgrading of the management information system would be managed by the information systems department. Under these circumstances, a high-ranking manager in that area is given the responsibility of coordinating the project.įor example, the transfer of equipment and personnel to a new office would be managed by a top-ranking manager in the firm’s facilities department. ![]() The functional organizational structure is also commonly used when, given the nature of the project, one functional area plays a dominant role in completing the project or has a dominant interest in the success of the project. The overall project will be managed within the normal hierarchy, with the project being part of the working agenda of top management. The marketing department is responsible for gauging demand and price as well as identifying distribution outlets. The production department is responsible for devising the means for producing new tools according to these new design specifications. The industrial design department is responsible for modifying specifications to conform to the needs of left-handed users. Top management decides to implement the project, and different segments of the project are distributed to appropriate areas. ![]()
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