Organization Charts are obviously dependant on many factors including the size of the Enterprise, what functions are most critical to that particular facility, and even the personalities and competencies of the individuals invovled.
The assignment of a particular "function" (like Electrical Supervisor or Accounts Payable Supervisor) to a given Manager, is also likely to change for any or all of the reasons above. For example, a small plant with a low level of automation may have an IT Supervisor who reports to the Accounting Manager. In a larger facility whose operation is more dependant on computer systems and networks, there may be an IT Manager who reports directly to the Plant Manager. Similarly, Maintenace, or Quality Control Staff may be centrallized in their own department, or distributed across the Operations Groups.
In some process plants (See Generic Process Plant) a separate Process Engineering Group may be established which reports to the Plant Manager and which assigned to each.
However the various "functions" are managed, many work processes will cross multiple Organizational Boundaries. This is the basis of the "Work Process" view of work process improvement and of several IT development methodologies. However accomplished, the object of an organizational division of work should be to "divide and conquer" but not "cut it where it is thickest". Thus, the rules of Project Management described by Hsu are the same for Enterprise Management during the Operations Phase.
However they are organized, the "functions" indicated on the Org Chart tend to remain as identifiable entities, and in fact are the source of both requests for, and selection of, hardware and software products.