Types of Organizational Function

Functions are about Identity

In organizations, functions must be developed to cover all work-to-be-done, because

  • standardization of competence and methods is needed to control outputs
  • recruiting and managing specialist staff requires immersion in that specialist area.

As a result:

  • four types of function must be recognized, each covering 4 work-levels,
  • every role must be assigned to one or other of those types of function.

Specific training or education leads to socialization and identity formation, but knowledge and methods typically evolve after qualification. Functions therefore are dynamic and generate a flow of issues in regard to their optimal organisation and integration. Even the basic need to combine staff in similar occupations within discrete functions may not be straightforward. See more in practical issues.

Functional identity within an organization is paralleled by a societal identity. Unlike general management, the specialist functions have tentacles of loyalty and support that reach deeply into wider society, potentially conflicting with the values and initiatives of any single organization. Most specialist professions form associations that look after their members, while specialist action staff tend to be members of unions. A function's dependence on education and research within academic institutes also leads to continuing association because staying up to date may affect future employment.

Business schoolsClosed attempt to teach general management and may do research into management. Employing organizations often provide some or much of their funding. So conflicts of identity and loyalty seem to be less in this function.

Manifestations

The internal structure of the Tetrads reveals:

  • g4: the role at the topmost Level develops the function by comprehensively considering the organization's needs, the resources required, the potential for contribution, and where standardization is needed. This role demands maximum dedication to the organization.
  • g3: roles at the third Level deliver the function by systematically developing its methods and expertise within the given development plans and policies. These roles have a seniority recognized by others in the function.
  • g2: roles at the second Level decide the need for function-based outputs as appropriate to the situation faced and in the context of given systems and policies. These roles are where functional expertise is primarily manifested.
  • g1: roles at the lowest Level perform specialized work as prescribed within the function and to meet higher Level requirements. These roles epitomize the function for outsiders because they are where the output occurs.

The demand for specialized work at higher Levels within any function depends on its inherent complexity, and on the nature of the organization. As specialized work only comes alive by considering a particular function within a particular organization, the analysis below is general in nature. See specific examples in the next Topic.

ClosedGeneral Management Function: G44

General management is the function that overviews and comprehensively encompasses all roles and therefore all other functions. General management depends on functional roles for all specialist provision, and may therefore need to shape the other types of function. However, this occurs with an outsider perspective. Misunderstandings are therefore common, especially in new disciplines.

There is also a need to recognize that general management must itself be developed, have standards and operate competently now and in the future. That is the focus of this Tetrad. WL7 and WL6 roles are in the HQ, which is where such concerns must be identified and addressed.

Subsidiaries typically have a WL5-CEO (who is a general manager) and are divisionalized with WL4-general managers. However, where the division is specialized (e.g. marketing), then its head is not part of the general management function, and there may well be a superior specialist role.

ClosedSpecialist System Function: G43

The most sophisticated specialist function has basic outputs that demand mastery of complete systems e.g. management accountancy (within finance), systems development (within information services), research (within professions like medicine). The planning and public relations functions also belong here. The highest levels (WL6 and WL5) in these specialist system functions are commonly to be found within HQ (if one exists).

WL5 managers may sometimes sit alongside the WL5-CEO of a subsidiary e.g. commonly in finance (WL5-CFO). WL4 staff (with WL3 support) are found in the top management team of operational subsidiaries; and WL3 staff may be required in divisional teams working with WL4-general managers.

ClosedSpecialist Assessment Function: G42

Most professions involve specialist assessment e.g. law, medicine, accountancy, architecture, teaching. A junior hospital doctor is expected to work at WL2 diagnosing, ordering investigations and selecting amongst therapy options. However, authoritative decisions on patient care are made by WL3 consultants. These established doctors are usually expected to systematically provide a specialized medical service for patients (i.e. WL3)—but not provide systematic development of that specialty for the hospital (which would be g3:WL4).

In this function, necessary tasks may be prescribed and delegated to someone in a specialist action function (G41) e.g. doctors delegate to nurses, accountants to book-keepers, architects to draughtsmen, teachers to helpers. Although procedural tasks do not have to be delegated, there is usually economic pressure to do so from within the organization.

To continue the medical specialty example, large hospitals need to employ doctors to focus on the efficient provision of medical services of the required quality (g3: WL4), and the WL5-CEO and higher HQ need to have one or more doctors concerned with the comprehensive development of medical services (g4: WL5).

ClosedSpecialist Action Function: G41

These functions deal with specialized physical actions altering the socio-physical world concretely. The work activities may be craft or technical and skilled to a greater or lesser degree e.g. carpenter, painter, driver; or unskilled e.g. porter, receptionist, clerk; or even regarded as professional e.g. chef.

Even unskilled workers in an area develop knowledge that outsiders are unaware of. Also, systems and methods for doing work will differ amongst organizations and get regularly adjusted. So some training and regular supervision is always required. Simpler functions are often combined e.g. within an «administration» or «facilities» function (see detailed examples).

Originally posted: 19-Mar-2014