If your CCP depends on customer satisfaction, and the performance of functions is measured differently, then you can assume that there is a danger in the business area that will flare up as a sharp struggle for the main responsibilities of the functional manager: sales, marketing, finance and logistics, causing painful consequences. This risk is difficult to predict, and most likely, it will appear at the most inopportune moment.
Reorganization of the rules
Buying a spinning rod does not make you a fisherman. Many bosses, neglecting the rules, have turned the regulation into the same attitude towards it as a first-grader treats a slide rule, thereby causing a negative attitude towards the regulation. Regulation is a science, and watching videos on underground streaming sites will not replace in-depth study.
Stimulation
This is simply necessary. Our loan databaseminds are very cruel to the lack of incentives. Physiology says that the body strives for rest, but if the control system is not filled with incentives, the business becomes a victim of chance and someone's whims, missing the importance of matrix control and detracting from the concept itself.
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Potential problems of introducing functional managers
Let's look at a number of difficulties that you may encounter:
The problem is in corporations with many branches
Similarity with corporations with branches. There is also a discrepancy between the main performer in a specific function and his subordinates on the ground, for example, the chief accountant of a company with the cashier of a branch, the head of the logistics service with the assistant in the warehouse, the head of the service station with the service specialist in the branch, the head of the security service with the security guard in the store.
The difficulty usually manifests itself in managing employees in specific positions:
In the context of working relationships, an employee reports to either an administrative or a functional manager. He does not recognize one as his boss and, accordingly, neglects to perform some of his duties.
At the same time, one of the two managers does not recognize the connection with this employee in his hierarchy, which excludes management of him.
To optimize this situation, it is proposed to apply the practice of appointing two managers for one performer with a clear division of competencies. The administrative manager as a resource manager is responsible for planning working hours, ensures compliance with the standards and rules of corporate culture.