Essays line and staff relationship in management

5 ways for a Manager to improve Employee Relations within an Organisation - LEADERS IN HEELS

essays line and staff relationship in management

Interaction between the HR mangers and line managers line managers can take up the responsibility of recruiting and management of staff. employee's behavior which is the reason for the HR-line manager relationship. Organizational structure is a formal outline of reporting relationships and Line managers sit directly in the chain of command in a company's hierarchy, and are . authority to direct and control employees via an autocratic leadership style. . encouraged greater communication between general managers and line . satisfy the customers and develop a closer relationship with their stakeholders.

According to this type of organization structure, supportive and specialised activities are provided by appointed staff supervisors and staff specialists who are attached to the line of authority. Command authority always remains with the line executives in the organization and these line executives are given advise, guide and council by the staff supervisors.

Personal assistant is a staff official for any top executive.

essays line and staff relationship in management

The manager is directly responsible for a particular employee or in other words a manager who is an immediate superior to an employee in the management chain. He manages the main operations of a business and reports to higher ranking manager. A person who manages the staff of the company is simply known as Staff Manager. The staff manager is mainly responsible for heading the revenue consuming department which gives information to the line managers and works as an advisory or support system to the line managers in the organization.

What is a line function? A line function is any type of daily operation which is included directly in the process of an organization such as Manufacturing, Purchasing and Selling. What is line authority and staff authority? Line Authority is the most important and fundamental authority within an organization.

It mainly reflects the superior-subordinate relationship. This entitles the manager to control their immediate employees or subordinates to create a pure form of superior-subordinate relation.

Two important clarifications should be considered, however, when discussing line authority: The head of a staff department has line authority over his or her employees by virtue of authority relationships between the department head and his or her directly-reporting employees. Staff authority is the right to advise or counsel those with line authority.

For example, human resource department employees help other departments by selecting and developing a qualified workforce. A quality control manager aids a production manager by determining the acceptable quality level of products or services at a manufacturing company, initiating quality programs, and carrying out statistical analysis to ensure compliance with quality standards.

Reasons for Line and Staff Conflict (With Resolution)

Therefore, staff authority gives staff personnel the right to offer advice in an effort to improve line operations. Functional authority is referred to as limited line authority. It gives a staff person power over a particular function, such as safety or accounting. Usually, functional authority is given to specific staff personnel with expertise in a certain area. For example, members of an accounting department might have authority to request documents they need to prepare financial reports, or a human resource manager might have authority to ensure that all departments are complying with equal employment opportunity laws.

Functional authority is a special type of authority for staff personnel, which must be designated by top management. Although minimal conflict due to differences in viewpoints is natural, conflict on the part of line and staff personnel can disrupt an entire organization. There are many reasons for conflict. Poor human relations, overlapping authority and responsibility, and misuse of staff personnel by top management are all primary reasons for feelings of resentment between line and staff personnel.

This resentment can result in various departments viewing the organization from a narrow stance instead of looking at the organization as a whole. Fortunately, there are several ways to minimize conflict.

The Advantages of the Line & Staff Organizational Structure |

One way is to integrate line and staff personnel into a work team. The success of the work team depends on how well each group can work together in efforts to increase productivity and performance. Another solution is to ensure that the areas of responsibility and authority of both line and staff personnel are clearly defined. Staff, on the other hand is usually dynamic, young, probably fresh MBA graduates who are enthusiastic in their approach towards the organisational operations.

Line managers blame the staff as lacking practical experience while staff blames line for not trying the ideas proposed by them. Reasons of Conflict Given by Staff Managers: Staff managers view the problem in a different perspective and offer the following arguments that result into line-staff conflict: Staff managers plea that suggestions offered by them are not implemented by line managers and, therefore, they lack motivation to give suggestions.

In most cases, line managers may ask for suggestions but they have the right to accept, reject or amend the suggestions. This gives them prerogative over staff managers and they do not give due regard to staff suggestions.

Sometimes, they do not even ask for suggestions but when something goes wrong, they lay the blame on staff managers for either being complacent in the matter concerned or giving impractical suggestions.

Reasons for Line and Staff Conflict (With Resolution)

Irrespective of the age considerations, staff managers feel their ideas are innovative and require new learning of concepts and processes by line managers.

Since line managers do not easily accept change in their thinking and operating procedures, they do not welcome the ideas given by the staff. Staff managers feel that they should have authority to get their ideas implemented. If they are asked for expert advice, they should even have the authority to get their advice accepted.

Line managers take the credit for implementation if the staff advice bears fruitful results. Staff managers sometimes complain that line managers approach them with the problem after the situation becomes difficult to manage. Suggestions or advise in such a situation may not be effective.

Staff should be consulted time to time, in fact, during the planning phase of the organisational task and not when problems arise in carrying out the task. Staff advise is sought for as a last resort: Staff specialists often blame line managers for not seeking the advise on a continuous basis.

Line and staff managers hold different positions in the organisational hierarchy and also have different perspectives towards the same problem. This often results in line-staff conflict.

Basics of Organisation: Part-4 Line and Staff Organisation (Hindi)-,, NET, SET

Attitude of line and staff: The attitude of line managers is action-oriented i. They often have short-sighted approach and want easy solution to the problems. They have positive attitude towards the organisation. Staff managers, on the other hand, analyse the problem before jumping to conclusions, have a far-sighted approach towards the problem, analyse all possible solutions to the problem before arriving at a decision time and money are not constraints for them to arrive at a decision and often have critical attitude towards the organisation.

essays line and staff relationship in management

Thus, different ways of looking at the same problem may result in conflict between line and staff managers. Staff performs only advisory functions.

  • The Advantages of the Line & Staff Organizational Structure
  • Essays line and staff relationship in organization

Actual implementation of the advise is the task of line managers. The results are also the ultimate responsibility of line managers. If the plans fail, line managers put the entire blame on staff managers that the plans have not been properly framed and staff managers, in turn, put the blame on line managers that the plans have not been implemented properly.

The approach or orientation of line and staff managers towards each other results in conflict of thoughts and action. Reasons for line-staff conflict are mentioned below reflecting the attitudes of line managers and staff specialists: They deal with the organisation as a whole and, therefore, are highly protective of the organisation. Since they hold ultimate responsibility for organisational decisions, they generally want simple and easy solutions to solve the organisational problems.

They often have a short-sighted approach towards organisational problems. They are accused of asking wrong questions at the wrong time. They are highly action-oriented and want immediate and easy solutions to the problems. They feel staff members lack experience to work in functional areas. They are specialists in their areas of experience; do not view the organisation as a whole; are often critical of the organisation. They study the problem in depth before making recommendations, arrive at all possible solutions to the problem, analyse their pros and cons and arrive at the most feasible solution.

In this process, they offer solutions which line managers feel are complicated to be implemented. Their approach towards the problem is often far-sighted and has a long-range orientation.