您是否想知道大公司是如何在所有移動部件中組織自己的？
雖然有些企業作為一個有凝聚力的單位運作，但許多企業根據職能設立了不同的部門。 這被稱為 職能型組織結構.
無論是行銷、財務、營運或 IT，職能結構都會根據專業對團隊進行劃分。
On the surface, this separation of duties seems clear – but how does it really impact collaboration, decision-making, and the overall business?
在這篇文章中，我們將深入了解功能模型及其優點。 直接潛入！
| 什麼是職能型組織範例？ | 可擴展，星巴克，亞馬遜。 |
| 什麼類型的組織最適合職能型組織結構？ | 大公司。 |
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什麼是職能型組織架構？
許多公司選擇根據人們從事的工作或任務類型將自己組織成不同的部門，將工作劃分為更專業的工作。
This is called having a “職能型組織結構“. Instead of grouping everyone who works on the same project together, people are grouped by the general area of their work – things like marketing, finance, operations, customer service, and such.
例如，每個製作廣告、進行社群媒體活動或思考新產品創意的人都屬於行銷部門。 所有追蹤資金、支付帳單和報稅的會計師都將集中在財務部門。 工程師將與其他工程師一起進行營運。
The idea is that by putting everyone with similar job skills together, they can help each other out and learn from each other’s expertise. Things like financial procedures can also be standardized across the whole department.
This structure makes it very efficient because specialists don’t have to constantly look for answers outside their department. But it can also make it hard for different areas to collaborate well on bigger projects that require many skills. Communication between departments may also get lost sometimes.
總體而言，職能結構對於既定流程的老牌公司來說是有好處的，但公司也需要找到方法將跨部門的人員聚集在一起，以避免在自己的內部工作 筒倉 太多了。
職能型組織架構的優點
以下探討了職能型組織結構的主要好處：
- Specialization of labor – People gain expertise in their specific function by focusing only on those tasks. This leads to higher productivity.
- Centralization of expertise – Similar expertise is pooled together within each department. Employees can learn from and support each other.
- Standardization of practices – Common ways of working can be developed and documented within each function for consistency.
- Clear lines of reporting – It’s clear who employees report to based on their role, without matrix reporting to multiple managers. This streamlines decision-making.
- Flexible allocation of resources – Labor and capital can be shifted around more easily within departments based on changing priorities and workload.
- Economy of scale – Resources like equipment and employees can be shared within each department, reducing costs per unit of output.
- Ease of monitoring performance – Department metrics can be more clearly tied to goals and outcomes since functions are separate.
- Career development opportunities – Employees can advance their skills and careers by moving between roles within their specialized field.
- Management simplification – Each department head has authority over a single homogeneous unit, making management less complex.
總而言之，職能結構可以促進各職能部門的專業化、專業知識的運用和營運效率。
職能型組織結構的缺點
另一方面，職能型組織結構並非完全完美。 公司應該考慮這些潛在的挫折：
- Silo mentality – Departments may focus only on their own goals rather than the goals of the overall organization. This hinders collaboration.
- Duplication of efforts – The same tasks may be performed repeatedly in different departments rather than streamlined across functions.
- Slow decision-making – Issues that cut across departments take longer to resolve as they require coordination between silos.
- Poor customer service – Customers interacting with multiple departments may receive an inconsistent or fragmented experience.
- Complex processes – Work that requires cross-functional cooperation can become tangled, inefficient, and frustrating.
- Inflexibility to change – It’s difficult to shift and align resources quickly when market needs change or new opportunities arise.
- Difficulty evaluating trade-offs – Broader impacts of functional decisions may be overlooked without consideration of interdependencies.
- Overdependence on supervisors – Employees rely heavily on their department leader rather than developing a big-picture perspective.
- Stifled innovation – New ideas requiring input from various areas have a harder time gaining support.
職能孤島、決策緩慢和缺乏協作可能會降低具有這種結構的組織的效率和靈活性。
克服職能組織架構的挑戰
It can be hard for different work groups like marketing, sales, and support to connect if they’re always in their own corners. But isolating actually makes it tough to get things done. Here are some ideas to overcome the challenges:
與來自不同領域的人一起制定專案。 這介紹了每個人並讓他們互相幫助。
選擇人員來幫助單位建立聯繫。 任命產品/客戶經理，他們將確保每個人共享更新並共同解決問題。
專注於共同目標，而不是每個領域各司其職，而是圍繞著他們都支持的大公司夢想保持一致。
整合人力資源或 IT 等重複角色，讓一個團隊服務於所有人，而不是分散工作。
Set meetings where areas briefly update each other on what’s happening. Nip issues in the bud.
Invest in collaboration tools – technologies like intranets, docs/file sharing, or project management apps can facilitate coordination.
提倡靈活輪換。 讓員工暫時在其他地方嘗試其他角色，以便更好地相互了解並形成不同的觀點。
Track teamwork too. Pay attention to how well people get along and the team’s overall KPIs, not just individual achievements. Give leaders incentives to focus on organizational synergy, not just functional KPIs.
最後，鼓勵社交互動，以便每個部門可以更輕鬆地相互尋求協助。 找到讓職能部門作為一個相互依賴的整體進行互動和工作的方法將有助於打破孤島。
使用 AhaSlides 打破僵局
Help each department connect and bond with AhaSlides’ interactivities. Essential for companies’ bonding sessions!🤝
功能結構什麼時候適合？
檢查列表，看看您的組織是否適合形成此結構：
☐ Established companies with standardized operations – For mature companies whose core processes and workflows are well-defined, specialization within functions can promote efficiency.
☐ Stable business environment – If the market and customer needs are relatively predictable, functional groups can focus on optimizing their specialist areas without needing rapid cross-department collaboration.
☐ Tasks requiring dedicated expertise – Certain jobs like engineering, accounting, or legal work rely heavily on deep technical skills and are well-suited to a functional structure.
☐ Prioritizing operational execution – Functional structures are extremely efficient when the organization prioritizes producing or delivering a product or service; separating specialized steps amongst functions can streamline execution.
☐ Large organizations with scale – Very large companies with thousands of employees may organize into functions just to manage complexity across multiple business units.
☐ Resource allocation matters most – For capital-intensive industries, a structure that facilitates precise allocation of specialized resources and equipment works well.
☐ Traditionally bureaucratic cultures – Some established companies prefer highly departmentalized setups for control and oversight.
職能組織結構範例
科技公司：
- 行銷部門
- 工程部
- 產品開發部
- IT/營運部門
- 銷售部門
- 客戶支援部門
製造商：
- 生產/營運部
- 工程部
- 採購部
- 品管部
- 物流/配送部
- 銷售及行銷部
- 財務會計系
醫院:
- 護理部
- 放射科
- 外科
- 實驗室部
- 藥劑科
- 行政/計費部門
零售店：
- 門市營運部
- 推銷/採購部
- 行銷部門
- 財務/會計部門
- 人事部門
- 防損部門
- IT部門
大學：
- 不同的學術部門，如生物、英語、歷史等
- 學生事務部
- 設施部
- 資助研究部門
- 田徑部
- 財務及行政部
這些是不同行業的公司如何將專門的角色和職能分組到部門以形成職能組織結構的一些範例。
關鍵要點
While dividing work into specialized departments has its benefits, it’s easy for silos to form between groups. To really succeed, companies need cooperation as much as mere specialties.
At the end of the day, we’re all on the same team. Whether you create products or deliver customer service, your work supports others and the company’s overall mission.
💡 另見： 7 種組織結構 你得知道。
常見問題
4個職能組織架構是什麼？
四種職能組織架構為職能型、事業部型、矩陣型及網路型結構。
功能結構是什麼意思？
職能型組織結構是指公司在營運過程中如何根據職能或工作範圍來劃分其勞動力和部門。
Is McDonald’s a functional organizational structure?
McDonald’s has a divisional organizational structure where each division serves a specific geographical location and operates almost independently with its own separate departments such as marketing, sales, finance, legal, supply, and such.
