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Ucture Is That The Different Functional Groups May Not Communicate With One Another

Functional structures may decrease flexibility and innovation as groups do not communicate. They can also create 'tunnel vision' if each group sees only its own work. Recent trends include cross-functional teams and communication to address these issues. Functional structures often work best for large corporations making similar goods, while smaller, more adaptive companies may find them confining.

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emmanual cheeran
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36 views2 pages

Ucture Is That The Different Functional Groups May Not Communicate With One Another

Functional structures may decrease flexibility and innovation as groups do not communicate. They can also create 'tunnel vision' if each group sees only its own work. Recent trends include cross-functional teams and communication to address these issues. Functional structures often work best for large corporations making similar goods, while smaller, more adaptive companies may find them confining.

Uploaded by

emmanual cheeran
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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ucture is that the different functional groups may not communicate with one another,

potentially decreasing flexibility and innovation. Functional structures may also be


susceptible to tunnel vision, with each function perceiving the organization only from
within the frame of its own operation. Recent trends that aim to combat these
disadvantages include the use of teams that cross traditional departmental lines and the
promotion of cross-functional communication.

Functional structures appear in a variety of organizations across many industries. They


may be most effective within large corporations that produce relatively homogeneous
goods. Smaller companies that require more adaptability and creativity may feel
confined by the communicative and creative silos functional structures tend to produce

ucture is that the different functional groups may not communicate with one another,
potentially decreasing flexibility and innovation. Functional structures may also be
susceptible to tunnel vision, with each function perceiving the organization only from
within the frame of its own operation. Recent trends that aim to combat these
disadvantages include the use of teams that cross traditional departmental lines and the
promotion of cross-functional communication.

Functional structures appear in a variety of organizations across many industries. They


may be most effective within large corporations that produce relatively homogeneous
goods. Smaller companies that require more adaptability and creativity may feel
confined by the communicative and creative silos functional structures tend to produce

ucture is that the different functional groups may not communicate with one another,
potentially decreasing flexibility and innovation. Functional structures may also be
susceptible to tunnel vision, with each function perceiving the organization only from
within the frame of its own operation. Recent trends that aim to combat these
disadvantages include the use of teams that cross traditional departmental lines and the
promotion of cross-functional communication.

Functional structures appear in a variety of organizations across many industries. They


may be most effective within large corporations that produce relatively homogeneous
goods. Smaller companies that require more adaptability and creativity may feel
confined by the communicative and creative silos functional structures tend to produce

ucture is that the different functional groups may not communicate with one another,
potentially decreasing flexibility and innovation. Functional structures may also be
susceptible to tunnel vision, with each function perceiving the organization only from
within the frame of its own operation. Recent trends that aim to combat these
disadvantages include the use of teams that cross traditional departmental lines and the
promotion of cross-functional communication.

Functional structures appear in a variety of organizations across many industries. They


may be most effective within large corporations that produce relatively homogeneous
goods. Smaller companies that require more adaptability and creativity may feel
confined by the communicative and creative silos functional structures tend to produce

ucture is that the different functional groups may not communicate with one another,
potentially decreasing flexibility and innovation. Functional structures may also be
susceptible to tunnel vision, with each function perceiving the organization only from
within the frame of its own operation. Recent trends that aim to combat these
disadvantages include the use of teams that cross traditional departmental lines and the
promotion of cross-functional communication.

Functional structures appear in a variety of organizations across many industries. They


may be most effective within large corporations that produce relatively homogeneous
goods. Smaller companies that require more adaptability and creativity may feel
confined by the communicative and creative silos functional structures tend to produce

ucture is that the different functional groups may not communicate with one another,
potentially decreasing flexibility and innovation. Functional structures may also be
susceptible to tunnel vision, with each function perceiving the organization only from
within the frame of its own operation. Recent trends that aim to combat these
disadvantages include the use of teams that cross traditional departmental lines and the
promotion of cross-functional communication.

Functional structures appear in a variety of organizations across many industries. They


may be most effective within large corporations that produce relatively homogeneous
goods. Smaller companies that require more adaptability and creativity may feel
confined by the communicative and creative silos functional structures tend to produce

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