Functional, process and process-project approaches to management: comparative analysis
TL;DR
A comparative analysis of functional, process-based, and process-project-based approaches to management shows that the functional approach remains valuable for stable and regulated activities, the process-based approach focuses the organization on end-to-end value streams, and the process-project-based approach allows for the combination of sustainability of current activities with change management and organizational development.
Abstract
The relevance of this research stems from the need to find effective models for managing organizations in the context of digitalization, accelerating change, and increasingly complex interfunctional interactions. This article provides a comparative analysis of functional, process-based, and process-project-based approaches to management. Their essence, organizational characteristics, strengths, and weaknesses are revealed. The paper outlines the key criteria for comparing these approaches: the object of management, the type of organizational structure, the distribution of responsibilities, the performance indicator system, and the advantages and risks of implementation. It is shown that the functional approach remains valuable for stable and regulated activities, the process-based approach focuses the organization on end-to-end value streams, and the process-project-based approach allows for the combination of sustainability of current activities with change management and organizational development.