This feature helps in bringing co-ordination in work as every official is concentrating in their own area. These terms have been borrowed from the military terminology. Power, on the other hand, is the ability of individuals to influence the beliefs and actions of others. Article shared by : This article provides a short note on line and staff authority. However, since this is a top down approach, it often results in one-way communication. This makes staff managers feel that line do not need staff.
In a manufacturing organization, production and sales are considered as line functions, while finance, purchase, personnel, maintenance, quality control, etc. As a result, this system becomes quite expensive. This proves to be costly for a concern with limited finance. Personnel: an increasingly broadening term with which an organization, or other human system describes the combination of traditionally administrative personnel functions with acquisition and application of skills, knowle … dge and experience, employee relations and resource planning at various levels The worker is a person who get wages n employee gets salary. Staff authority can bring wider benefits for large-scale organizations.
Although positions within a line-and-staff organization can be differentiated in several ways, the simplest approach classifies them as being either line or staff. A third way to minimize conflict is to hold both line and staff personnel accountable for the results of their own activities. They consult with human resources staffers on hiring decisions and dictate policies on acquiring new talent, creating benefits packages and crafting termination procedures. It allows its holder to act in certain designated ways and to directly influence the actions of others through orders. However, line and staff conflicts can be grouped into three categories—conflicts due to line viewpoint, conflicts due to staff viewpoint, and conflicts due to the very nature of line and staff relationships. Theoretically, it is impossible to differentiate between line and staff functions and because of this, conflicts cannot be avoided. Line authority grants a manager or executive a definite level of power concerning the performance of a specific business task.
In line and staff organization, the hierarchy remains same as in the line organization, but specialists are attached to the front line managers to advise and guide them on significant issues. The principal distinctions between line and staff are given in Table 4. This naturally leads to power struggles between line and staff. It has an influence that derives indirectly from line authority at a higher level. Management textbooks advise resolving line-staff conflict by explicitly recognizing the mutual dependency of the two, making it clear what the staff role is, de-emphasizing any controlling elements of the staff role, having staff deliberately set out to win the confidence and trust of line workers, and emphasizing the staff role as part of the team. Moreover, there is a benefit of specialization, as in work is divided between the line and staff executives, and they focus on their respective area. This resentment can result in various departments viewing the organization from a narrow stance instead of looking at the organization as a whole.
Staff managers feel that line managers do not make the right use of talents of the staff personnel and are not open to new ideas. While managers with staff authority do not have the same direct power over subordinates as those with line authority, they can provide useful propositions. In the 1980s when many large companies began downsizing to reduce their number of employees, staff jobs were eliminated more often than line jobs. He or she does not actively engage in profit-making activities, but does provide legal support to those who do. Staff takes the credit for achieving the results, which is actually achieved by the line people. The staff personnel are, in effect, internal consultants whose relationship with line personnel is similar to that of a professional and a client. Management experts believe organizations should minimize their investment in staff positions, because they increase costs while not directly contributing to the organization's goals.
The difference in the nature of line and staff functions is also a prime reason for conflicts between line and staff managers. Various authority relationships exist in an organization, many of which are related to line and staff functions. The line and staff conflicts can be avoided by having clearly defined authority relationships between line and staff functions and by ensuring proper use of staff talent. Benefits of Staff There are many advantages and benefits out of the use of staff. Resistance to new ideas: Line managers resist new ideas as they feel implementing new ideas means something is wrong with the present way of working. Definition of Line and Staff Organization Line and staff organization is the organization that combines the merits of line and functional organization, by adding the functional specialist to the line organization.
This results in impractical suggestions, making it difficult to achieve organizational goals. However different groups of people have gotten a hold on these dogs and used them for different purposes. Line-staff organization, in management, approach in which authorities e. It, therefore, becomes apparent from the scalar principle that line authority is that relationship in which a superior exercise direct supervision over a subordinate authority relationship being in direct line or steps. It makes possible the principle of undivided responsibility and authority, and at the same time permits staff specialization. As a design engineer, Kozol has a position traditionally associated with staff authority.
Because of the importance of producing and selling, managers of line positions have the responsibility for making most of the decisions of a company. Line authority is based primarily on legitimate power. Line managers sometimes may resent the activities of staff members, feeling that prestige and influence of line managers suffer from the presence of the specialists. One way is to integrate line and staff personnel into a work team. . Staff refers to those elements of the organisation which provide advice or service to the line. High specialization is seen in staff authority.
A clear chain of command is a consistent characteristic among line-and-staff organizational structures. Such encroachments influence the working of their departments and often lead to hostility, resentment, and reluctance to accept staff recommendations. Hence such categorization of line and staff functions varies from organization to organization. Human resources managers have staff authority in nearly every department, because they provide advice and proposals on hiring levels, budgets and qualifications for new employees. Staff specialists say line workers avoid and ignore them, and line workers say staff workers lack expertise in the organization's core work, distract them, and get in their way. Staff groups support those engaged in the central productive activity of the enterprise.
These are highly specialized individuals, thus are employed for their expert knowledge and the ability to add value to the company. This can affect the efficient running of the enterprise. The concept of staff includes all elements of the organization that are not classified as line. Although minimal conflict due to differences in viewpoints is natural, conflict on the part of line and staff personnel can disrupt an entire organization. However, the human resource manager has staff authority in relation to the plant manger, meaning the human resource manager has staff authority in relation to the plant manager, meaning the human resource manager possesses the right to advise the plant manager on human resource matters.