That was my slightly silly way of saying that I think this is an idea that should be explored. Some positions are primary to the company's mission, whereas others are secondary—in the form of support and indirect contribution. A disadvantage of a line-and-staff organization is conflict between line and staff personnel. 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. A wholesaler, on the other side is involved with operations, traffic and finance. Even though I've never seen my characters ever use any of their staves with both hands.
These services are under the direct supervision of line. This can affect the efficient running of the enterprise. 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 plays and advisory role as their job is to investigate, research, and give advice to line managers. But the line members alone cannot complete the construction work if they are not assisted by other members or employees or workers.
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. Staff people are burden to the company whereas line people work harder for their salary. Sometimes these considerations are true but then a superior or should either train subordinates or else select others who are prepared to assume the responsibility. Clearly , supervisors cannot delegate authority they do not have ,whether they are board members, Presidents, Voice Presidents or superiors. Therefore, staff positions whether personnel or managers, engage in activities that are supportive to the line personnel. In many organisations, these are recognised and duly prized.
Most medium and large-sized firms exhibit line-and-staff organizational structures. The departmental heads are independent of each other and enjoy equal status. Their function is to create, develop, collect and analyze shop information, which flows to line workers in the form of advice. Both line and stuff functions have their respective hierarchies. It is a communication relationship with management. Each departmental head carries out his own functions in their own ways and means this leads to lack of uniformity in operations among various departments.
A plant manager has line authority over each immediate subordinate, human resource manager, the production manager and the sales manager. This particular principle has lost its important part of prominence. They are more specialized and therefore provide advice to Line authority. Elemental path Activating this on an a target creates an animation similar to wall of elements, but the caster traverses it quickly to appear directly in front of the opponent. The staff members, having these special qualities, are entrusted with the duties of the line agency. Problems of conflict may arise, but organizations that clearly delineate responsibility can help minimize such conflict. This authority is usually assigned to individuals to complement the line or staff authority they already possess.
Each exercises command over his subordinates. Line executives are relieved of work over-load. Consequently, the process of selection involves a consideration of the relative advantages of each pattern at each level in the organization structure. Although minimal conflict due to differences in viewpoints is natural, conflict on the part of line and staff personnel can disrupt an entire organization. Therefore, staff authority gives staff personnel the right to offer advice in an effort to improve line operations. Personal Secretary to the Managing Director is a staff official.
Most medium and large-sized firms exhibit line-and-staff organizational structures. The distinguishing characteristic between simple line organizations and line-and-staff organizations is the multiple layers of management within line-and-staff organizations. The fewer of these 4 conditions that are present, the lower the probability that authority will be accepted and obedience be exacted. In addition to this, it is a very economical kind of organization. Usually, functional authority is given to specific staff personnel with expertise in a certain area.
It is both a plan and a process. Thus line positions whether they are personnel or managers, engage in activities that are functionally and directly related to the principal workflow of an organization. The basic enterprise functions generally consist of production, sales, finance etc. The superior issues orders and instructions to his sub ordinates to complete the tasks. Functional authority is referred to as limited line authority. The members of the staff agency supply necessary data and important facts which are necessary for the line agency. People directly responsible for these areas within the organization are delegated line authority to assist them in performing their obligatory activities.