What to pay attention to? Using functional managers allows businesses to solve the problem with competencies, transfer the necessary skills and knowledge to performers or line managers. However, there are also disadvantages - the problem with subordination and conflicts of interest.
In this article:
The concept of functional management
Tasks of the functional manager
Pros and cons of linear-functional management
When a functional manager is needed
Rules for the implementation philippinen vorwahl whatsapp of the position of functional manager
Potential problems of introducing functional managers
Is there career growth for functional managers?
Criteria for selecting a functional manager for project management
Frequently Asked Questions about Functional Manager
In-Depth Guide: How to Cut Your Ad Costs by 25% with Artificial Intelligence
Download for free
The concept of functional management
The linear management structure is simple: the links between levels are built strictly vertically, and one-man management is the fundamental principle. This system is especially effective for small businesses, including family businesses, due to its clarity, precise interactions and minimal number of management levels.
However, a senior line manager is forced to independently resolve all management issues, which in large enterprises can lead to his overload, lack of time for strategic tasks and a decrease in the quality of decisions.
The concept of functional management
Source: shutterstock.com
When a functional structure is implemented at the middle management level, specialized units are created that perform specific actions. These units support lower-level line managers, i.e. junior managers.
In the West, functional levels include departments such as human resources, marketing, finance, and logistics. Each of these levels has the right to manage the lower levels.
As a result, the top-level line and functional manager is freed from some operational functions and can focus on strategic management. This allows for more competent decisions to be made, as they are transferred to the responsibility of narrow-profile specialists. The main disadvantage of the functional structure is possible conflicts in orders and the presence of dual subordination of employees.
The functional structure represents the distribution of management functions between managers and individual departments.
A management function is a type of activity that results from the division and specialization of labor in the management sphere. It is distinguished by its characteristics and is part of the overall management process. A company may have from 10 to 25 management functions.
A task complex is a part of a management function that is identified according to certain criteria, such as planning, standardization, analysis, and accounting. The implementation of such tasks is usually assigned to small functional units.
A functional manager is someone who organizes the activities of employees performing tasks within his or her competence.
In some cases, the executive manager also acts as a functional manager. For example, the chief accountant can be both the administrative manager of the accounting department and the functional manager, responsible for organizing the work. Similarly, the head of the sales department manages both the sales managers and their work processes.
However, there are situations when an employee has different administrative and functional managers. For example, in a chain of stores, the cashier's administrative manager may be the store manager, while the functional manager is the chief accountant, who is competent in matters of working with the cash register and maintaining financial documentation.
Read also!
"Sales Triggers That Have Never Failed"
Read more
Tasks of the functional manager
The Functional Manager is responsible for the effective management of remote resources distributed across various branches of the company.
It is necessary to consider the responsibilities of each participant and their requirements for professional competence.
The CEO must ensure the efficient functioning of the entire enterprise, promote coordinated interaction between all employees both within the vertical and horizontal management structure. Achieving the planned profit is a direct result of the CEO's management activities.
The Head of Sales holds a key position in the organization and manages the commercial activities of various branches. His responsibilities include coordinating the work of sales departments and monitoring the achievement of planned revenue and margin indicators. The Sales Director effectively manages remote resources, ensuring the success of the entire commercial service.
The head of the department is responsible for organizing the work process in the department, which includes interaction with the external environment, provision of necessary premises, equipment and other resources, as well as the formation of an effective team of employees. Usually, this manager does not pay due attention to the sales process and does not always have the appropriate skills in this area. The result of the functional activity of the head of the department is order in the work process of the department, prompt and high-quality execution of customer orders.
The branch sales manager is responsible for organizing the activities of the department employees and for achieving their planned sales goals. He/she has to ensure that the department employees meet current targets on a daily, weekly and monthly basis. To be successful, the sales manager must demonstrate competence and take on the role of a "sergeant", training and motivating subordinates, as well as demonstrating a personal example in negotiations and skillfully understanding the motivations of each team member.
The functional manager of the organization should see in his sales director a competent specialist who is able to effectively organize the sales process. He must be ready to solve problems related to the work of salespeople on the ground and facilitate their tasks.