Each form of organizational structure has its strengths and weaknesses, and is able to handle particular projects based on the context.
Functional organizational structure involves divisions based on major functional areas such as marketing, finance, human resource, manufacturing, and so on (Meredith and Mantel, 2012). Functional organizational allows flexibility in staff planning and resource allocation because functional divisions can act as the administrative base for a project. Further the functional unit may be specialized to tackle the project thereby providing the technical expertise required to successfully complete the project. Additionally functional structure allows the technical expertise and know-how to be concentrated in the units and hence available to work on different projects. The staff can be shifted from one project to another while the functional division continues to provide a pool of experiences and specialized staff (Meredith and Mantel, 2012). The functional division acts as the center of specialists which ensures availability of specialized staff to work on different projects. The presence of experienced staff also enables the relevant expertise to be channeled into the project for successful execution and completion of the project. Lastly, the functional organizational structure organizes the specialists in a unit so that the arrangement not only helps in project execution but also in the advancement of the appropriate talent.
A downside to functional organizational form is that it puts clients at the backseat. Often client interests are not the focus but functional units focus more on the work and how the expert staff is allocated to the projects (Meredith and Mantel, 2012). This sometimes leads to client interests to be ignored. The fact that the functional organizational form deals with functional areas means that the form is more inclined towards the activities involved in the project completion. It is