Functional dependence

Functional dependence
See also
Grouping of posts Staff structure Departmentalization Functional structure Specialization Administrative management Organizational dependence Functional authority Boundaryless enterprise

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.

See also:

• Functional structure
• Staff structure
• Linear structure

Examples of Functional dependence

• In an office environment, the functional dependence could be between the human resources department and the finance department. The human resources department is responsible for hiring, managing, and maintaining personnel, while the finance department is responsible for managing the financial resources of the company. The two departments must cooperate closely to ensure that the company's finances are used efficiently and effectively to support the human resources department in their duties.
• In a manufacturing setting, the functional dependence could be between the engineering department and the production department. The engineering department is responsible for designing products and developing manufacturing processes, while the production department is responsible for executing these processes and producing the products. The two departments must work together to ensure that the design and production processes are aligned and that the products produced are of the highest quality possible.
• In a customer service environment, the functional dependence could be between the customer service team and the marketing team. The customer service team is responsible for providing excellent customer service to clients, while the marketing team is responsible for creating and implementing marketing strategies to attract new customers. The two teams must cooperate to ensure that the customer service team is adequately supported by the marketing team in order to maintain customer satisfaction.

Advantages of Functional dependence

Functional dependencies can provide various advantages to an organization. These include:

• Improved communication between functional specialists, directors and performers of tasks. This helps to ensure that all stakeholders understand their roles and responsibilities, as well as how they all fit together to support the functioning of the system.
• Enhanced coordination between all relevant parts of the organization. This increases efficiency and allows different departments to share resources and knowledge more easily.
• Greater understanding of the overall functioning of the system, as well as the roles and responsibilities of all stakeholders. This can help to create a more cohesive and better-functioning system.
• Reduced complexity of the organization, as there is an increased understanding of the interactions between different parts of the organization. This can lead to more efficient operations and allow for quicker decision-making.

Limitations of Functional dependence

Functional dependencies have a few limitations that must be taken into account:

• They can be difficult to identify and maintain. This is because they are often complex and involve multiple elements that must work together in order to be effective.
• They can be prone to change and can become outdated quickly. As the system changes and evolves, functional dependencies must be updated to reflect the new reality.
• They can be difficult to manage. This is because they require careful coordination and communication between the various elements involved in order to ensure the integrity of the system.
• They can create inefficiencies. This is because the process of managing and updating functional dependencies can be time-consuming and expensive.
• They can create a bottleneck. This is because the process of updating and managing functional dependencies can limit the speed of development and impede innovation.

Other approaches related to Functional dependence

• One-to-one approach: This approach involves creating a relationship between two individuals, where one person is responsible for the performance of a task, and the other is responsible for providing assistance, guidance, or advice.
• Many-to-many approach: This approach involves creating relationships between multiple individuals, where multiple people are responsible for performing different tasks and providing assistance, guidance, or advice.
• Cross-functional approach: This approach creates relationships between individuals across different departments or organizations, where each individual is responsible for performing a different task and providing assistance, guidance, or advice.
• Hierarchical approach: This approach creates relationships between individuals based on their position in a hierarchical structure, where individuals are responsible for providing assistance, guidance, or advice to those in a higher position.

In summary, functional dependencies involve the relationships between individuals, groups, or organizations in order to facilitate the performance of tasks, provide assistance, guidance, or advice. The approach used to create the functional dependency can vary depending on the situation and the needs of the organization.

References

• Jensen, M. C., & Meckling, W. H. (1992). Specific and general knowledge and organizational structure.