Linear management structure: pros and cons

The linear management structure is one of the simplest organizational structures, within which the levels of subordination can be considered in the form of a pyramid: from the highest authorities and the lowest level.

The concept of linear control structure

The linear structure is also called functional and is part of the mechanistic structures. This group of structures differs from others in that subordination is highly developed in it, work is based on strict subordination. There are special codes and job descriptions to facilitate this.

In an average company, built on this principle, there are the following levels of separation: senior management, subordinate to which are the chief managers responsible for departments with other employees. Depending on the size of the company, there may be more.

The advantages of linear control structure

The linear management structure is very convenient in accordance with the general principles of management formulated by M. Mescon.

1. The division of labor. Each employee has his own specialization and tasks, in accordance with it.

2. Command chain, or scalar chain. The main principle by which linear control is carried out is from the highest to the lowest level.

3. One-man management - each subordinate has one leader. If the worker made a mistake, he can only be punished by the manager standing above him. Also, only he can set tasks for him and demand a report for them. Top management has the right to ask the results of work with a manager who is directly subordinate to him. This allows you to quickly resolve issues at each level.

4. The rate of controllability. In the submission of one manager should be no more than 4-5 people. This is necessary for better interaction between them.

5. The hierarchy of goals. Goals are located on three levels: organizational, group and personal.

6. The unity of direction. Each department in the organization is responsible for its functions, but their goals and objectives should be interconnected with the functions of other departments and be aimed at the benefit of the whole company.

Two other principles that are characteristic of a linear management structure: control and delegation of authority. They are directly related to the principle of one-man management. The manager must exercise control over his subordinates at all stages of their activities.

The delegation of authority is the transfer of part of the resources, functions and responsibility for the execution to the subordinate.