In companies, teams are often led by specialist managers, optimising performance and cohesion. When a large-scale project arises, a functional manager, who may be internal or external, steps in to manage it. He or she coordinates the teams, who remain under the supervision of their line manager, while assigning them specific tasks. At FocusTribes, our consultants often play the role of functional manager, guiding our customers towards the success of their projects. Find out more about our management consulting expertise.
SUMMARY
1. What is functional management?
2. The 5 major advantages of functional management
3. The 5 major disadvantages of functional management
4. Concrete examples of functional management
5. 10 tips for applying functional management in your company
In most companies, teams are organised by business area (finance, marketing, HR, etc.) and led by managers who are experts in their field. This management model promotes the performance of each department, improves the quality of products or services, and strengthens the overall cohesion of the company. It's as if each team had its own expert leading the group towards common goals. However, when major projects are launched, a functional manager, the project manager, steps in to steer these initiatives.
The functional manager is responsible for managing the project and ensuring its development, while coordinating the teams, which remain under the authority of their line manager. This type of collaboration allows employees to contribute to the success of the project while maintaining their position in their original department. At FocusTribes, many consultants take on the role of Functional Manager to support our clients in the implementation of their projects.
With a functional manager at the head of the project, coordination between the various business lines is facilitated, reducing silos and ensuring better communication and alignment with the project's objectives.
This management model enables companies to adapt quickly to changing project needs by mobilising resources from different teams without moving them from their original hierarchical structure.
The functional manager plays a central role by assigning precise tasks to team members, which clarifies responsibilities and increases employee commitment to the success of the project.
By allowing teams to remain under the direction of their line manager while collaborating with the functional manager, the company maximises the use of its human resources without disrupting day-to-day operations.
Dual management (line and functional) can create conflicts of authority and ambiguity over priorities, especially if the directives of line and functional managers diverge. A problem of legitimacy may arise.
The need for coordination between several managers can complicate communication, leading to misunderstandings and poor information flow within teams.
Employees can find themselves overloaded by having to juggle their usual tasks with those assigned by the functional manager, which can be detrimental to their overall performance and lead to stress.
With several managers involved, it can be difficult to determine who is responsible for which results, which can lead to a dilution of responsibilities and a lack of clear accountability.
Teams may show a certain resistance to being led by a functional manager outside their usual hierarchy, which can affect employee motivation and commitment to the project.
International SAP implementation and deployment projects are good examples of organisations subject to functional management. At Focustribes, we regularly position Programme Directors or Project Managers in these functional management roles. The consultant is responsible for coordinating the business teams within the framework of the programme. Employees in the various divisions will continue to report to their line managers, but will be partially or totally relieved of their day-to-day responsibilities. On the other hand, they will be assigned specific responsibilities to bring the project to a successful conclusion.
In another example, at one of our customers in the food industry, the position of Business Relationship Manager Finance reports hierarchically to the Finance Director for France, as he lives and works at the French head office. His role is to act as a bridge between the local Finance team and the Group IT team, which is scattered all over the world, as part of a project to roll out new IT tools. His functional manager is therefore the Group IT Director, as he works on this major project on a daily basis, but his line manager is local.
The role of functional manager is suitable for people who have achieved a high level of leadership and team coaching, particularly on major projects.