Line & Staff

1

2

3

Introduction

Line & staff are the most widely used concept in organizing & most of the organization have line-staff structures. 4

Line Manager A manager who is in the revenue generating chain and is authorized to issue orders to subordinates down the chain of command. 5

er

Pl

tM n a

ag n a

Production Manager

Sup

erv isor

Au th or iz

ed

LINE MANAGER

Excellent 6

Staff Manager A manager without the authority to give orders down the chain of command (except in his or her own department); generally can only assist and advise line managers in specialized areas such as human resources management

7

g ri n

e ne i g En

Accounting

Hum an Res our ce

Ad vi s

or

STAFF MANAGER

Excellent 8

Staff Staff’s function is to support the Line functions.

9

My personal view: Staff positions, like viruses, are necessary but you need to keep them under control.

10

11

Line and Staff Functions 

Line functions    

Manufacturing Purchasing Customer support General Management



Staff functions   



Finance & accounting Human resources Corporate communications Training

12

Types Of Staff

Employees performing staff in an organization fall in three categories, on the basis of nature of responsibilities assign to them. These are:-

13

Sp

ec

ial

ize

dS

n rso

Pe

taf

f

al

f

f Sta

Types Of Staff General Staff 14

PER

SO N

A personal staff member assist the manager in performing his functions. It is generally attached with a manager at the top managerial level and is also called as “PERSONAL ASSISTANT”

AL

STA

FF

15

SPE

CIA

Specialized staff represents functional specialists in specific areas. their chief function is to provide support to line managers in-charge of production sales & finance, in form of expert advice, guidance & service.

LI Z ED

STA FF

16

GE

NE R

AL

STA

FF

The concept of general staff originates from military. Its function is to achieve coordination among staff units at headquarters and divisions. 17

Line & Staff Authority

Staff specialists, while acting in an advisory capacity with line managers, generally exercise implied authority. See… 18

Concurrent Authority

Control Authority

e n i L

f f a -St

Functional Authority

y t i r o h t Au Splintered Authority

Administrative Authority 19

Concurrent Authority

Staff authority to influence line decisions is further strengthened in companies which require that in certain specified matters, line managers can implement their decisions only if they have received concurrence of relevant staff managers. Example: raw materials or products can move through various stages of production only after the quality control inspector has inspected & passed the semi20 finished product at each stage.

Functional Authority

Functional authority is referred to as limited line authority. It gives a staff person power over a particular function, such as accounting. For example, members of an accounting department might have authority to request documents they need to prepare financial reports. 21

Control Authority

Staff units are often required to ensure that company policies and procedures are being properly & uniformly followed in various departments. Example: Filling of form while taking admission in hospital.

22

Administrative Authority

Staff executives are often delegated administrative authority over certain functions. Example: The personnel manager is often given the administrative charge of running the plant canteens worker’s recreation centers, managing provident fund, pension plans, etc.

23

Splintered Authority

Many a time, staff managers share authority with line managers in certain specified areas. Example; a personnel manager can also be a member of selection & promotion committee, and materials manager may be a member of the purchase committee.

24

What to do if you’re a Line manager? 1

Work with the Staff manager.

2

Try to get the Staff manager more involved in your business.

3

Make sure the Staff manager’s boss knows when you get good support. 25

What to do if you’re a Staff manager? 1

Support the Line manager

2

Become part of the Line manager’s team

3

Learn more about the Line Manager’s business *Then You can be a more valuable Staff manager. Or you can move into a line position.

26

Line & Staff Conflict Line-Staff relations are often characterized by more conflict than cooperation. Staff specialists complain that line managers are resistant to their ideas, and line managers complain that staff managers are sky-gazing specialists with no comprehension of practical situations

27

2 Main Conflicts are:1 2

“individualistic” behavior among staff officers The complication arising from staff efforts to justify its existence.

28

Resolving Line-Staff Conflicts

Line-Staff conflict resolution is needed so that it does not become so aggravated as to become dysfunctional.

29

3 Main Resolves are:1

Recognition of mutual dependency;

2

Clear understanding of staff role;

3

Constructive staff Attitude and Skills. 30

Thank you

31

Questions…

? 32