In relation to the immediate head of the sales department, the sales director acts as an expert in sales methods, a mentor and a strict performance controller.
The results of the department and its employees should be as important to the sales director as to the employees themselves. They are mutually responsible for the same results, but on a different scale.
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Pros and cons of linear-functional management
The improved form of management is linear-functional philippinen vorwahl whatsapp management. It distributes tasks in such a way that linear links exercise control, and non-linear links consult on specific issues.
A linear-functional manager is understood to be a leader who influences production units exclusively officially, without the ability to give orders. His role depends on the established management structure in the organization and the volume of entrepreneurial activity.
Functional divisions ensure technical preparation of production processes and develop solutions for all related issues.
Pros :
Carrying out detailed preparation of strategies and making decisions related to the professional responsibilities of personnel.
Management leaders are relieved of the need to make key decisions concerning financial planning and provision of material and technical resources in production. These responsibilities fall on functional managers.
There is a clear hierarchical structure between the boss and the subordinate. Each employee reports only to his immediate superior. Thus, there is no situation of dual subordination.
Negative points:
Each link is interested only in fulfilling its duties and achieving its goals, despite the fact that sometimes employees do not realize how their actions affect the overall goals of the company.
There is no close interaction between the different departments at the production level; communication is mainly carried out through managers.
There is an excessive system of vertical interaction.
In addition to strategic tasks, top management also solves operational problems.
In practice, these shortcomings can be in favor of the organization. For example, an effective vertical interaction system helps to establish clear connections between employees, which allows everyone to clearly define responsibility and the hierarchy of commands. In the case of dual management, where there is subordination to both linear and functional management, an employee cannot always determine the priority of executing instructions.
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When a functional manager is needed
When running a small business, the responsibility lies with one manager, who is the leader, and for subordinates, both mother and father, and support. However, when the business reaches the top point of profitability and can no longer grow by a certain percentage annually, the following problematic moments arise:
Clients
There are many clients, they are different and require individual approaches. For example, in the B2B sphere there may be dealers (reselling), project partners (using your product/service for their final product), large retail chains (companies with their own contract, technology and unique criteria for choosing products for resale), as well as online markets, electronic platforms, industrial enterprises, government agencies, regional partners with their own characteristics and so on ad infinitum. Your action on the market knows no limits.
Financial affairs
Strategic interaction between income and expenditure budgeting and cash flow management is recommended to begin from the start, but over time there will be a clear distinction between management and financial accounting. Reporting will be supplemented by collecting information on financial risks, analyzing profit distribution, optimizing taxation and managing credit. There is a lot of work here.