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
 Production Sup
er Manager
erv
isor
nag
a
ntM Au
a th
Pl 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 7

management
 Accounting Hum
g an
eri n Res
our
i ne ce
g Ad
En vi
sor

STAFF
MANAGER

Excellent

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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  Staff functions
 Manufacturing  Finance & accounting
 Purchasing  Human resources
 Customer support  Corporate
 General Management communications
 Training

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 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 ff
ec
ial al Sta
ize n
dS rso
taf Pe
f
Types
Of
Staff

General Staff

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 PER
SO
NAL
STA
FF

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” 15
 SPE
CIA
LI Z
ED
STA
FF
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 & 16

service.
 GE
NE
RAL
STA
FF

The concept of general

staff originates from
military. Its function is to
achieve coordination
among staff units at
headquarters and
divisions.

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 Line & Staff Authority

Staff specialists, while acting in an

advisory capacity with line managers,
generally exercise implied authority.

See…
18
 Functional
Authority
Concurrent
Authority

r i t y
th o
f f Au
-St a
Control
i n e
Authority L 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 semi-
20
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.

Try to get the Staff manager more involved in your

2 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

Become part of the Line manager’s team
2
Learn more about the Line Manager’s
3 business
*Then
You can be a more valuable Staff
manager. 26

Or you can move into a line position.

 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:-

“individualistic” behavior among staff officers

1

The complication arising from staff efforts to justify its

2 existence.

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Resolving Line-Staff Conflicts

Line-Staff conflict resolution is

needed so that it does not
become so aggravated as to
become dysfunctional.

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 3 Main
Resolves
are:-

Recognition of mutual dependency;

1

2 Clear understanding of staff role;

3 Constructive staff Attitude and Skills.

30
Thank you

31
Questions…

? 32