BACHELOR OF ARCHIVES AND RECORDS MANAGEMENT
J
MODULE: PROFESIONAL COMMUNICATION
MODULE FACILITATOR: MRS J. M
TOPIC: USING A CLEAR ORGANIZATIONAL CHART, DISCUSS FUNCTIONAL
ORGANIZATIONAL STRUCTURE
NB: YOUR DISCUSSION SHOULD INCLUDE
(i)
HOW COMMUNICATION FLOWS IN THAT ORGANIZATION
(ii)
(iii)
ADVANTAGES
DISADVANTAGES.
INTRODUCTION
Organizational structure is the method by which work flows through an organization. It allows
groups to work together within their individual functions to manage task. In matching structure
with strategy, David (2011) state that a change in strategy usually needs a change in the manner
an organization is structured. It is the structure of the organization that will determine how
objectives and policies will be set. “Objectives and policies established under a functional
organizational structure are couched in functional terms”. There are four main types of
organizational structure one of them being the functional organizational structure that will be
discussed including how communication flows together with advantages, disadvantages of
functional structure.
A functional organizational structure is used to organize/classify workers and employees.
These are grouped according to the specific skillsets they possess. Based on their specific skills
and knowledge. With each skillset employees, a different department or function is formed.
And thus the role of each department is defined which is different from other departments like
HR, finance, operations, etc.
COMMUNICATION FLOWS IN FUNCTIONAL STRUCTURE
Communication is the transmission of information so that the recipient understands clearly
what the sender intend (Moore 2002). An effective organizational communication is where the
intent of the sender is achieved. Communication plays a key role which ensures effective in
management and organization. Adler & Elmhost (2002) assert that everybody in the work
communicate. Formal communication is encouraged in every organization in order to avoid
grapevine. Ojukwu (2004) asserts that the flow of communication in organization may be
classified into vertical (downward and upward), horizontal and diagonal channels. According
to Ojukwu, vertical communication flows downward and upward. It recognizes that with an
organization information may flow from superior to a subordinate vice versa. In the downward
communication, messages come from the management to the subordinates in the organization
hierarchy. This may include order, job instruction, rules, directives, promotion, discipline etc.
Response comes from the subordinates to the management in upward communication, this may
include suggestion, reports, grievances, recommendation and thoughts.
ADVANTAGES OF FUNCTIONAL STRUCTURE
When employees are allowed to focus on one specific area to the exclusion of all else, they can
achieve significant efficiencies in terms of process flow and management methods. As a
principal advantage, it seems logical to have a department that consists of experts in a particular
field such as accounting or product Gibson et al (2003). By having departments of specialist,
management creates efficient units. The team members work with other people from their own
field. A record manager is generally more efficient when working with other records managers
and other individuals who have similar backgrounds and interest. They can share expertise to
get the work done. Besides there is a very clear chain of command in this structure, so everyone
knows what decisions they are allowed to make and who to report to and the number of
employees reporting to you.
With functional structure, it is easier to set career paths and programs for employees
implementing them through promotions and monitor their progress toward the goals outlined
for their functional areas. Through structure an organization can nurture a crop of extraordinary
specialist who can contribute immensely to organizations well-being and growth. According
to Anthony & Govindarajan (2004), the basis for the functional structure of organization is on
the idea of a manager who brings specialized knowledge to bear on decisions related to a
specific function as contrasted with the general purpose manager who lacks the specialized
knowledge. “A skilled marketing manager and a skilled production manager are likely to make
better decisions in their respective fields than would a manager responsible for both functions”.
In addition, Weihrich & Koontz (2005) list the following as advantages of functional
organizational structure: logical reflection of functions, maintains power and prestige of major
functions, follows principle of occupational specialization, simplifies training and furnishes
means of tight control at the top.
DISADVANTAGES OF FUNCTIONAL STRUCTURE
Regardless of the advantages of the functional structure, there are some disadvantages
involved. Usually before decisions are reached, even for unimportant and routine matters, files
must pass though certain officers in the chain, even when little or no value would be added.
This forth and back processes will unintentionally delay jobs. Sometimes it is difficult to lay
responsibility for an action on a particular employee when inputs must be made by so many
individuals before a final decision is made. Nobody will claim responsibility. With so many
specialist involved in a process, it is difficult to pin the blame for a specific product or service
malfunction on any individual. Another disadvantage is the tendency towards poor
communication across the various functional areas within an organization, potentially
decreasing flexibility and innovation. Besides, functional areas may have difficulties working
with other functional areas. There is often a perception that they are competing with other
functional areas for resources and lack of understanding what others areas do for the
organization. Records Management Unit for example, may be upset that its request for
additional staff was turned down, but the company financial results point to a need for
additional sales people rather than Records personnel.
Another disadvantage is taking decision at the functional structure could be time-consuming
and frustrating. “Taking the issue up through several levels in the organization and then
communicating the decision down to the level where it originated can be time-consuming and
frustrating” Anthony & Govindarajan (2004). Weihrich & Koontz (2005)
sum up the
disadvantages of the functional organization thus: de-emphasis overall company objectives ,
reduces coordination between function, responsibility for profits is at the top only, slow
adaptation to changes in the environment and limits development of general managers.
CONCLUSION
A functional organizational structure is a structure that consists of activities such as
coordination, supervision and task allocation, all grouped according to functions in
departments. Simplicity and ease of administration coupled with efficiency are the major
advantages of the functional organizational structure. Meanwhile, challenges are abound, a
major one being departments have difficulties working with other functional areas.
Notwithstanding the drawbacks, a key remedy is the adoption of coordinated effort and cross
functional teams. Use of committees and standing will go a long way in improving
communication in functional outfits.
REFERENCES
Adler, B.R., and Elmhorst, M.J. (2002). Communication at work: Principles and practices for
business and the professions. McGraw-Hill Companies, Inc. 7th ed. 1221 Avenue of the
Americas, New York. P 7
Anthony, R. N. & Govindarajan, V. (2004). Management control systems (11th ed.). Boston:
McGraw-Hill Irwin
David, F.R. (2011). Strategic management: Concepts and cases. (13th ed.) Pearson education,
Inc: Florence, South Carolina.
Gibson, J. L., Ivancevich,J. M., Donnlly Jr, J.H. & Konopaske, R. (2003). Organizations:
Behavior, structure, processes. (11th ed.) Boston: McGraw-Hill Irwin
Moore, D.R. (2002). Project management: designing effective organizational structures in
construction. Blackwell Science: UK
Ojukwu, D.J. (2004). Business Communication. Owerri, Gilbreths Publishers Nigeria
Weihrich, H. & Koontz, H. (2005). Management. (11th ed). New Delhi: Tata McGraw-Hill
Publishing Company Limited.