今回から数回にわたって「組織構造」を話題にした英語記事を書きたいと思います。
（組織構造は、中小企業診断士試験でも良く問われる論点です。）
今回は機能別組織（Functional Structure）がテーマとなります。
（典型的な）機能別組織は、CEO（社長）の下に、製造・営業（マーケティング）・経理・人事・研究開発といった部門（Department）が置かれるというシンプルな構造です。
機能別組織の利点としては、❶専門性の強化、❷指揮命令系統の簡素化、❸規模の経済(Economy of Scale)といった要因が挙げられます。
一方、機能別組織の欠点としては、❶部門の孤立化（セクト主義）、❷柔軟性の欠如（環境適応への遅れなど）、❸経営者が日々の業務に忙殺される（戦略的意思決定に割く時間が取れない）、といった欠点があります。
【Introduction】
I plan to write a series of articles on organizational structure.
The study of organizational structure traces its roots to foundational concepts in management theory. One of the most famous ideas is Alfred Chandler’s 1962 work, which states, ‘Structure follows strategy.’
This suggests that organizational structures should support their strategic goals and that structures are subordinate to strategy.
Following this concept, each type of organizational design serves to align with different strategic needs. In this essay, I’ll focus on the functional structure, which is widely used in various companies.
【Definition of the functional structure】
The functional structure divides organizational tasks into several elements based on specialized functions or departments, such as sales, finance, marketing, human resources, and production.
In this kind of structure, employees are grouped according to their expertise and responsibilities, which allows each department to focus on specific tasks and goals related to its area of specialization.
【Advanteges of the functional structure】
The primary advantage of the functional structure is its ability to foster expertise within each department. Employees can focus on and improve in their specialized areas, acquiring deep knowledge and proficiency.
Secondly, functional structures have clear hierarchies within departments, which simplifies reporting lines. Managers can oversee specific functional areas and provide clear direction. This clarity reduces misunderstandings and confusion over roles, contributing to smoother operations.
Finally, as employees within each department work on similar tasks, it is often possible to benefit from economies of scale. For instance, purchasing supplies in bulk or sharing resources across departments can lead to cost savings.
【Disadvantages of the functional structure】
However, there are disadvantages as organizations get larger.
One of the most significant drawbacks of the functional structure is the risk of a ‘functional silo,’ where departments become isolated from one another. This can lead to communication breakdowns and a lack of collaboration, which may hinder innovation or result in misalignment with organizational goals.
Secondly, the functional structure can be rigid, making it difficult to adapt to changes in the market or other external environments.
And finally, in the functional structure, senior management becomes overwhelmed with day-to-day operations, leaving little time for strategic decision-making.
That’s all for today.
Thanks.
【英語表現】
▣ be suborinate to …の部下である（…に従う立場である）
In a hierarchical organization, lower-level managers are subordinate to senior executives．
▣ align with ～と一致（調和）する
We should align our resources with our long-term goals to maximize efficiency.
▣ divide into ～に分ける、分類する
We will divide the team into smaller groups.
▣ allow （人／物） to do （人／物）が～するのを可能にする
The new software allows employees to work more efficiently.
▣ lead to ～につながる
More frequent communication between departments will lead to better collaboration.
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