structural functionalism

Examples of structural functionalism in the following topics:

• Functional Structure

  • An organization with a functional structure is divided based on functional areas, such as IT, finance, or marketing.
  • Functional structures may also be susceptible to tunnel vision, with each function perceiving the organization only from within the frame of its own operation.
  • Functional structures appear in a variety of organizations across many industries.
  • This organizational chart shows a broad functional structure at FedEx.
  • Explain the functional structure within the larger context of organizational structures in general

• Structural-Functionalism

  • Later it came to focus on the ways social institutions meet social needs (structural-functionalism).
  • Structural-functionalism draws its inspiration primarily from the ideas of Emile Durkheim.
  • Structural-functionalism was the dominant perspective of sociology between World War II and the Vietnam War.
  • As structural-functionalism thinks about elements of social life in relation to their present function and not their past functions, structural-functionalism has a difficult time explaining why a function of some element of society might change or how such change occurs.
  • However, structural-functionalism could, in fact, offer an explanation in this case.

• Vestigial Structures

  • Vestigial structures have no function but may still be inherited to maintain fitness.
  • Another example of a structure with no function is the human vermiform appendix.
  • These unused structures without function are called vestigial structures.
  • Vestigial structures are often homologous to structures that function normally in other species.
  • Homologous structures indicate common ancestry with those organisms that have a functional version of the structure.

• Matrix Structure

  • The matrix structure organizes employees by function and output to capitalize on strengths and improve efficiency.
  • The matrix structure groups employees by both function and product .
  • This structure can combine the best of both separate structures.
  • As a simple lattice emulating order and regularity demonstrated in nature, the matrix structure is among the purest of organizational structures.
  • Weak or functional matrix: A project manager with only limited authority is assigned to oversee the cross-functional aspects of the project.

• Overview of Organizational Structure

  • As a whole, a functional organization is best suited as a producer of standardized goods and services at large volume and low cost.
  • Also called a "product structure," the divisional structure groups each organizational function into a division.
  • Each division within a divisional structure contains all the necessary resources and functions within it.
  • The matrix structure groups employees by both function and product.
  • Some common structures are the functional, divisional, matrix, team, network, and modular structures.

• Considering Company Size

  • A functional structure focuses on developing highly efficient and specific divisions which perform specialized tasks.
  • The downside of this structure is that each division is generally autonomous, with limited communication across business functions.
  • This structure combines functional and divisional concepts to create a product-specific and division-specific organization.
  • In the Disney example, the theme park division would also contain a functional structure within it (i.e., theme park accounting, theme park sales, theme park customer service, etc.).
  • Structure becomes more difficult to change as companies evolve; for this reason, understanding which specific structure will function best within a given company environment is an important early step for the management team.

• Team-Based Structure

  • The team structure is a newer, less hierarchical organizational structure in which individuals are grouped into teams.
  • The team structure in large organizations is considered a newer type of organization that is less hierarchical, less structured, and more fluid than traditional structures (such as functional or divisional).
  • Teams that include members from different functions are known as cross-functional teams.
  • One aspect of team-based structures that will likely persist indefinitely is the integration of team cultures within an broader structure (e.g., a functional structure with teams interspersed).
  • Such integration allows for the authority and organization of a more concrete structure while at the same time capturing the cross-functional and projected-oriented advantages of teams.

• Divisional Structure

  • Divisional structures group various organizational functions into product or regional divisions.
  • A divisional organization groups each organizational function into a division.
  • Each division contains all the necessary resources and functions within it to support that particular product line or geography (for example, its own finance, IT, and marketing departments).
  • A common legal structure known as the multidivisional form (or "M-form") also uses the divisional structure.
  • Some disadvantages of this structure include operational inefficiencies from separating specialized functions—for example, finance personnel in one division do not communicate with those in another division.

• Matrix Structure

  • Common organizational perspectives include function and product, function and region, or region and product.
  • In an organization grouped by function and product, for example, each product line will have management that corresponds to each function.
  • If the organization has three functions and three products, the matrix structure will have nine ($3 \times 3$) potential managerial interactions.
  • A disadvantage of the matrix structure is the increased complexity in the chain of command when employees are assigned to both functional and project managers.
  • In a matrix structure, the organization is grouped by both product and function.

• Network Structure

  • Companies that outsource their help desk functions to call centers in foreign countries are creating a network structure through its contract.
  • Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, work group, and individual.
  • Organizational structure affects organizational action in two big ways.
  • An example of a modern structure is network structure .
  • While business giants risk becoming too clumsy to act and react efficiently, the new network organizations contract out any business function that can be done better or more cheaply.