Linear-functional control structure: advantages, disadvantages and application features

Linear-functional management structure is a special system in which the functions of managers are divided into several large groups:

• Mandatory for execution;
• Recommendations for implementation in the enterprise.

Such a variational model should be built on the basis of several mandatory principles. Let us consider them in more detail.

First, the linear-functional organizational structure of management implies the presence of a common head and chiefs of units (economic, technical, legal, etc.), who must share their impact on employees in accordance with the tasks assigned to them.

Secondly, a senior manager is required to exercise only a linear impact on all employees of the company. But functional chiefs should have technological impact.

Thirdly, the linear-functional organization management structure implies that any performer can transfer part of his work to a lower level. In this case, he acts in relation to him direct supervisor.

Linear-functional management structure has the following advantages:

• There is an opportunity to attract more competent, qualified and erudite specialists in the field to the leadership;
• There is efficiency in making decisions in non-standard situations;
• Presence of rapid growth of professionalism of managers performing functional roles;
• The possibility of obtaining consistent orders, orders and tasks;
• Presence of full personal responsibility for the result of its activities.

The linear-functional control structure has the following drawbacks:

• The difficulty in coordinating the actions of all units that are part of the overall system of the enterprise;
• The presence of heavy workload of the head and his assistants on basic issues of management and production.

As a result, the process of decentralization within the framework of this structure takes place, which leads to the fact that responsibility and rights are more profoundly capable of separating between various bodies; Technical guidelines for practical development; Departments of purchase of materials, spare parts and raw materials, sales, production and so on.

The linear-functional control structure is typical more for such enterprises, where there is a steady output of a huge number of homogeneous products.

It is effective when there is significant savings on the scale of production. This will be relevant in a situation where the modern market itself is at present a single entity.

But there are situations when this structure in the enterprise is absolutely unacceptable:

• Availability of expanding production diversification;
• There is a complication of external and internal links;
• Technical innovations are being introduced;
• There are serious difficulties in the market for the sale of products because of the fierce struggle for a "place under the sun";
• Growth in the size of the enterprise;
• Expansion of the product range and market for their marketing.

The linear-functional structure in this situation, because of the considerable disconnection of responsibility and rights for specific functions, can lose the ability to adapt and adapt to new conditions, reacting to the emergence of new changes. As conflicts begin to arise in the managerial process because of the priorities allocated, the decision-making is delayed for a long time. As a result, there is an increase in communications, a deterioration of interactions between departments, and the performance of monitoring functions is difficult.