Line and Staff Authority - Management Guru | Management Guru
While line authority relies on command, line and staff authority is based on A structural relationship is required to be developed between different line and functional organization, by adding the functional specialist to the. Here is the basic difference between line, staff and functional authority with example: It is a communication relationship with management. It has an influence. In a line organization, top management has complete control, and the chain of Three types of authority are present: line, staff, and functional. or her employees by virtue of authority relationships between the department head and his or her.
To ensure that line and staff personnel do work together productively, management must make sure both groups understand the organizational mission, have specific objectives, and realize that they are partners in helping the organization reach its objectives.
Size is perhaps the most significant factor in determining whether or not an organization will have staff personnel. As an organization expands, it usually needs employees with expertise in diversified areas. Although small organizations may also require this kind of diverse expertise, they often find it more practical to hire part time consultants to provide it is as needed rather than to hire full time staff personnel, who may not always be kept busy.
A plant manager has line authority over each immediate subordinate, human resource manager, the production manager and the sales manager. 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.
Still final decisions concerning human resource matters are in the hands of the plant manager, the person holding the line authority. Harold Stieglitz has pinpointed 3 roles that staff personnel typically perform to assist line personnel: The Advisory or Counseling Role: In this role, staff personnel use their professional expertise to solve organizational problems.
Difference Between Line and Line & Staff Organization (with Comparison Chart) - Key Differences
The staff personnel are, in effect, internal consultants whose relationship with line personnel is similar to that of a professional and a client. Staff personnel in this role provide services that can more efficiently and effectively be provided by a single centralized staff group than by many individuals scattered throughout the organization.
This role can probably best be understood if staff personnel are viewed as suppliers and line personnel as customers. From the view point of Staff Personnel, conflict is created because line personnel do not make proper use of staff personnel, resist new ideas and refuse to give staff personnel enough authority to do their jobs. Line personnel carry out the primary activities of a business and are considered essential to the basic functioning of the organization.
Line managers make the majority of the decisions and direct line personnel to achieve company goals.
An example of a line manager is a marketing executive. Figure 1 Line-and-Staff Organization Although a marketing executive does not actually produce the product or service, he or she directly contributes to the firm's overall objectives through market forecasting and generating product or service demand.
Line and Staff Relationship in Organization (with Example Diagram)
Therefore, line positions, whether they are personnel or managers, engage in activities that are functionally and directly related to the principal workflow of an organization. Staff positions serve the organization by indirectly supporting line functions. Staff positions consist of staff personnel and staff managers. Staff personnel use their technical expertise to assist line personnel and aid top management in various business activities.
Staff managers provide support, advice, and knowledge to other individuals in the chain of command.
Staff and line
Although staff managers are not part of the chain of command related to direct production of products or services, they do have authority over personnel. An example of a staff manager is a legal adviser. He or she does not actively engage in profit-making activities, but does provide legal support to those who do. Therefore, staff positions, whether personnel or managers, engage in activities that are supportive to line personnel. Three types of authority are present: Line authority is the right to carry out assignments and exact performance from other individuals.
Line authority flows down the chain of command. For example, line authority gives a production supervisor the right to direct an employee to operate a particular machine, and it gives the vice president of finance the right to request a certain report from a department head.
Therefore, line authority gives an individual a certain degree of power relating to the performance of an organizational task.
Explain Line, staff and functional authority?
Two important clarifications should be considered, however, when discussing line authority: Hence, The scalar principle in the organization The clearer the line of authority from the ultimate management position in an enterprise to every subordinate position is, the clearer will be the responsibility for decision-making and the more effective will be organization communication.
In many large enterprises, the steps are long and complex; but even in the smallest; the very fact of organization introduces the scalar principle. 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. The nature of the staff relationship is advisory.
The function of people in a pure staff capacity is to investigate, research, and give advice to line managers. Benefits of Staff There are many advantages and benefits out of the use of staff. A few of them are: Handling complex managerial functions The necessity of having the advice of qualified staff specializes in various areas of an organization can scarcely be overemphasized, especially as operations become more and more complex.
Assisting in decision-making Managers are now faced with the necessity of making decisions that require expert knowledge in matters like environmental issues, strengths, and weaknesses of the organization, so on and so forth. Relieving an over-burdened top executive Staff specialists devote their time to think, to gather data, and to analyze them on behalf of their busy superiors.
It is a rare top level executive, who has the time, or will take the time, to do those things that a staff specialist can do so well.