Functional management structure - a set of units for each of which a specific task and responsibilities are defined. Within this structure, each governing body, as well as the executor, has specialization in the performance of certain managerial functions. Thus, the company creates a certain apparatus of specialists who are responsible for only one area of work.
The functional management structure at its core contains the principle of complete management, and the implementation of the orders of this body within its competence is mandatory for units. And general issues at the enterprise are resolved collectively.
The functional management structure has the following advantages:
- a high level of competence of specialists who are responsible for the performance of certain functions;
- narrow specialization of the unit, focused on the implementation of a certain type of managerial activity, which contributes to the absence of duplication of functions of individual services;
- expanding the capabilities of line managers in terms of production management due to their release from solving other special issues.
With all these advantages, the functional management structure has a number of disadvantages, the main of which are given below:
- in connection with the implementation of the principle of full management, the principle of unity of command is violated;
- significant duration of the decision-making procedure;
- difficulty in maintaining close relationships between individual functional services;
- each functional manager and unit puts their questions first, which are not fully consistent with the goals set for the company.
Personnel refers to the most complex management objects in the organization, since it is precisely he who has the opportunity to make decisions and evaluate the requirements for him from a critical point of view. The staff is also very sensitive to any managerial influences to which the reaction cannot be unambiguously determined.
The personnel management structure is a combination of methods, techniques and technologies for organizing work with personnel. There are various ways to build it, the choice of which depends on the model of a particular enterprise and its
organizational structure.The basis of the management structure is the organization of work for specific working groups. The brigade management structure is a fairly ancient organizational form (for example, working cooperatives). Its main principles are:
- work of brigades in an autonomous mode;
- decision-making is carried out by working groups independently with horizontal coordination of activities;
- Replacement of flexible managerial connections by flexible links;
- the use of knowledge and experience in development, the solution of some tasks of specialists from other departments.