效率总是有压倒效率的倾向。由于这个原因，公司将永远不会开发专注于有效性报告的功能。本文描述了从人员发展、市场营销、战略、客户管理和销售到以效率为中心的职能，即对质量、运营、向客户提供的服务和管理的控制(Swayne, Duncan & Ginter, 2012)。在适当的时候，各种过程和系统的效率会得到提高，并受到严格的控制，从而使灵活性和误差裕度降到最低。效率的性质包括创新和适应变化，这需要灵活性和误差幅度。因此，必须记住一件事，当职能变得过于有效时，它们就失去了效力。当前的需求往往压倒未来的需求，就像效率压倒效率一样。与日常工作有关的压力使一个人远离家庭。当公司的压力增加时，执行一个人的制度会变得困难(Hitt, Ireland & Hoskisson, 2012)。
Efficiency always has the tendency of overpowering effectiveness. Due to this reason, the firm will never develop functions that are focused on the effectiveness reporting. And herein it is described over the development of people, marketing, strategy, management of account and sales to functions that are focused over the efficiency, which are considered as control of quality, operation, service provided to the customers and administration (Swayne, Duncan & Ginter, 2012). In due course of time, the efficiency of the various processes and systems are enhanced and are controlled strictly which results in minimization of the flexibility and margins for errors. The nature of effectiveness includes innovation and adapting changes which requires flexibility and error margin. Therefore, one thing must be kept in mind that when functions get excessively efficient, they lose their effectiveness.The demands prevailing in the present day tend to overpower the needs of the future just like efficiency overpowers effectiveness. The pressure concerned with the daily work keeps an individual away from the family. Exercising ones regime gets tough when the pressure is increased in the firm (Hitt, Ireland & Hoskisson, 2012).
This is the reason why the staffs avoid having the functions that are focused on long term development reporting to that of short term development. It is easy to observe that the marketing strategy function fail to resist the pressure of sales and evolves as a function of sales support.The autonomy over the sell and meeting needs of the customer must always have the precedence in the structure. In the absence of sales and repeat sales the existence of the firm is diminished. Certain controls must be exercised by the firms for safeguarding itself from harms caused by the systems functioning within it. The conflict that sustains between autonomy and control is inherit and natural where one has to attain freedom for taking out results and the other needs to regulate it for enhanced efficiency. The principle laid over this design is that autonomy must be provided, as much as it is possible to provide to the customers (includes functions like management of account and sales) that are closest and nearest to the organization while the capability for controlling the risk involved with system such as HR, legal and accounting should be centralized in the most possible way (Hill, Jones & Schilling, 2014).