For the branch manager, the sales director is a consultant on optimizing customer fulfillment in the field. He should inspire the adoption of a customer-centric approach and be a potential leader in the company's management.
In relation to the immediate head of the sales department, the sales director acts as an expert in sales methods, a mentor and a strict performance controller.
The results of the department and its employees should be as important for the sales director as for the employees themselves. They are mutually responsible for the same results, but on a different scale.
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Pros and cons of linear-functional management
The improved form of management is linear-functional management. It distributes tasks in such a way that linear links exercise control, and non-linear links consult on specific issues.
A linear-functional manager is a leader who influences production units exclusively officially, without the ability to give orders. His role depends on the established management structure in the organization and the volume of entrepreneurial activity.
Functional divisions ensure technical preparation of production processes and develop solutions for all related issues.
Pros :
Carrying out detailed preparation of strategies and making decisions related to the professional responsibilities of personnel.
Management leaders are relieved of the need to make key decisions concerning financial planning and provision of material and technical resources in production. These responsibilities fall on functional managers.
There is a clear hierarchical structure between the boss and the subordinate. Each employee reports only to his immediate superior. Thus, there is no situation of dual subordination.
Negative points:
Each link is interested only in fulfilling its duties and achieving its goals, despite the fact that sometimes employees do not realize how their actions affect the overall goals of the company.
There is no close interaction between the different departments at the production level; communication is mainly carried out through managers.
There is an excessive system of vertical interaction.
In addition to strategic tasks, top management also solves operational problems.
In practice, these shortcomings can be in favor of the organization. For example, an effective vertical interaction system helps to establish clear connections between employees, which allows everyone to clearly define responsibility and the hierarchy of commands. In the case of dual management, where there is subordination to both linear and functional management, an employee cannot always determine the priority of executing instructions.