Driving forces of a functional structure 1. Specialisation
Talknig about specialisation the company wants to change the structure to Matrix which I would not recommend. When the whole company is divided into different departments depending on their major the work can be done productively. As said in the case study some mangers are not satisfied with functional structure in the maketing department but however, having a professional manger head in the marketing department can result in better quality work. Hence, the benefits of specialisation become available. 2. Coordination is established
When the company assigns a head in the department, the person knows what exactly need to be carried out in order to achieve goals in the organisation. The head of marketing department will assign roles to each and everyone based on the skills and experience. Since the staff is not familiar with aouthority and responsibilty the head can assign the work which is need to be done by individual. This will prevent from people making mistakes or having doubts what needed to be done in the department. This because the authority and responsibilty can be passed down. 3. Management
The functional department make the communication lines, lines between departments and jobs very clear. Also the line that is chain of command. So the staff understands boundaries between each other. Project managers could not assit with the fucntional staff memebers because lack of centralisation and leadership. Since the business was carrying out the matrix structure, the staff members had sense of beloning in the business and more power, once it was transformed to functional they became demotivated. The top level management should centralise the decision making in order to get the best out of the employees.
The project manager may have to carry out autocractice leadership style if they do not