Functional dependencies are cooperation ties between functional specialists (cells, management, staff), directors and performers of tasks, having its source in their interaction with the horizontal division of tasks (division of labor). They are not directly related to an organizational hierarchy and involves mutual cooperation, assistance, advice in carrying out the functions of the system.
Example, director can be associated with functional experts.
Principles of creating functional dependencies
Rules for the formation of the organizational structure in each of its dimensions is formulated essentially on three levels:
- in the realm of the leading principles of the development of the organizational structure,
- in the realm of the general rules of organization and management,
- in the realm of interim rules of shaping organizational structure.
In the case of functional dependencies the first group include:
- the principle of coordination,
- the principle of staff creation.
In area of general rules of organization and management:
- rule of harmony,
- principles of communication.
In area of organizational structure development:
- informational dependencies,
- operational dependencies,
- advisory dependencies (staff unit creation)
It should be noted that this is not the only classification of the subject proposed in literature.
Types of dependencies
Below are described various kinds of functional dependencies and their applications:
- ordering of organizational dependencies, setting scope of cooperation of individual organizational units, carrying out specific tasks (functions),
- organizing of advisory system - setting its location in organizational structure, creating advisory and staff position, developing procedures of interaction with managers on various levels,
- developing of information system adapted to organizational structure.
- Jensen, M. C., & Meckling, W. H. (1992). Specific and general knowledge and organizational structure.