LINE AND STAFF AUTHORITY
In an organization, the line authority flows from top to bottom and the
staff authority is exercised by the specialists over the line managers who
advise them on important matters. These specialists stand ready with their
specialty to serve line mangers as and when their services are called for, to
collect information and to give help which will enable the line officials to
carry out their activities better. The staff officers do not have any power of
command in the organization as they are employed to provide expert advice to
the line officers. The 'line' maintains discipline and stability; the 'staff'
provides expert information. The line gets out the production, the staffs
carries on the research, planning, scheduling, establishing of standards and
recording of performance. The authority by which the staff performs these
functions is delegated by the line and the performance must be acceptable to
the line before action is taken. The following figure depicts the line and
staff authority:
Types of Staff
The staff
position established as a measure of support for the line managers may take the
following forms:
Personal
Staff: Here the staff official is attached as a personal assistant or adviser
to the line manager. For example, Assistant to managing director.
Specialized
Staff: Such staff acts as the fountainhead of expertise in specialized areas
like R & D, personnel, accounting etc.
General
Staff: This category of staff consists of a set of experts in different areas
who are meant to advise and assist the top management on matters called for
expertise. For example, Financial advisor, technical advisor etc.
Features of line and staff organization
Under this
system, there are line officers who have authority and command over the
subordinates and are accountable for the tasks entrusted to them. The staff
officers are specialists who offer expert advice to the line officers to
perform their tasks efficiently.
Under this
system, the staff officers prepare the plans and give advice to the line
officers and the line officers execute the plan with the help of workers.
The line and staff organization is based on the principle of
specialization.
Advantages
It brings expert knowledge to bear upon
management and operating problems. Thus, the line managers get the benefit of
specialized knowledge of staff specialists at various levels.
The expert advice and guidance given by the
staff officers to the line officers benefit the entire organization.
As the staff officers look after the detailed
analysis of each important managerial activity, it relieves the line managers
of the botheration of concentrating on specialized functions.
Staff specialists help the line managers in
taking better decisions by providing expert advice. Therefore, there will be
sound managerial decisions under this system.
It makes possible the principle of undivided
responsibility and authority, and at the same time permits staff
specialization. Thus, the organization takes advantage of functional
organization while maintaining the unity of command.
It is based upon planned specialization.
Line and staff organization has greater
flexibility, in the sense that new specialized activities can be added to the
line activities without disturbing the line procedure.
Disadvantages
Unless the duties and responsibilities of the
staff members are clearly indicated by charts and manuals, there may be
considerable confusion throughout the organization as to the functions and
positions of staff members with relation to the line supervisors.
There is generally a conflict between the line
and staff executives. The line managers feel that staff specialists do not
always give right type of advice, and staff officials generally complain that
their advice is not properly attended to.
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.
The staff experts may be ineffective because
they do not get the authority to implement their recommendations.
This type of organization requires the
appointment of large number of staff officers or experts in addition to the
line officers. As a result, this system becomes quite expensive.
Although expert information and advice are available, they reach the
workers through the officers and thus run the risk of misunderstanding and
misinterpretation.
Since staff managers are not accountable for the
results, they may not be performing their duties well.
Line mangers deal with problems in a more
practical manner. But staff officials who are specialists in their fields tend
to be more theoretical. This may hamper coordination in the organization.
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