1.0 INTRODUCTION
We have been discussing Departmentation as a
part of the management function of organizing. So far, we have looked into four
forms of Departmentation , which are:
i) Departmentation by enterprise function;
ii) Departmentation by
territory or guaranty;
iii) Departmentation by customer; and
iv) Departmentation by product. We did say that there are still
other forms of Departmentation and you were encouraged to seek these ones
through the books provided in the reference. We did stress the relative
advantages and disadvantages that go with each form of Departmentation .
We are taking up another phase of the management function of organizing.
We are going to be discussing organizational relationships which are stable in
every organization. We are specifically going to look at line relationship,
staff relationship and functional authority. These relationships are important
because they contribute significantly to the attainment of the objectives of
the organization. In looking at these relationships, we are going to do it from
the point of the need for managers, to exercise control over and above his
subordinates.
Responsibility has been
given to him with the necessary authority. That authority has to be exercised.
We are also going to look at the relationships in terms of some managers giving
advance to other managers so as to enable them perform their jobs more
effectively.
2.0 OBJECTIVES
By the end of this note, you should be able to:
· describe line
relationship
· list the benefits of line relationship
· describe staff
relationship
· list the advantages of the staff relation.
3.0 MAIN CONTENT
3.1 Important clarification
Confusion sometimes follow the terms line and staff departments,
and consequently the forms of relationships we are about to discuss. The confusion
arises because some departments are classified as line departments. That is
those departments that are directly in charge of production. The production
department and marketing departments are quickly singled out. In some cases the
accounting department is added. In other cases it is excluded. If such
organization has purchasing department, it is treated as staff. Of course
personal department is regarded as staff.
The overriding criterion for judging a department as being staff
is that it is not involved directly in the production process. But all the
confusion can disappear if we regard line relationship as authority
relationship and staff being simply advisory in nature. If this is understood,
you are well to understand better the concepts. And it is on this basis we are
going to discuss the relationships.
3.2 Line Relationship
This implies the authority to take action and make decisions. We
have stressed the fact that a manager should not be given responsibility without
the commensurate authority. This is ridiculous. Being given authority without
the corresponding responsibility is dangerous.
Therefore to avoid these two extremes authority must be matched
with corresponding responsibility and vice versa. But the authority of the manager
is to enable him to take decisions necessary for the attainment of the defined
objectives of the organization. He must possess the authority to use the
organizations resources, direct the subordinates under him and carry out those
necessary things that are required, all for the interest of the organization.
The line indicating the relationship in an organization chart is
usually a straight one that is not broken. It shows that line authority is
exercise at each level from the managing director to the last person down the
organization line. This is why; the line relationship is seen as the flow or
exercise of authority from the top to the
bottom. To exercise those organizational members under a manager positively to
the realization of the set objectives.
3.2.1 Advantages of line
relationships
(a) One major advantage of line relationship is the clarity it
gives to the manager. He appreciates his position, the role created in that position
and how he intends to achieve such roles through the exercise of the authority
entrenched in the position.
(b) It makes the manager to know who the subordinates are that
will report directly to him. If he is to exercise authority by informing individuals,
it stands to reason that he should know those individuals that will be
answerable to him.
(c) It creates confidence in the mind of the manager. This is
because his position in the organization is not an empty one, he has the authority.
And the authority is backed up by the organization. Consequently, when he is
directing the subordinates as well as providing the desired leadership, he does
all these things because he has the authority backing him. This type of
authority is also called power, that is legitimate or position power. We shall
be discussing this concept in another future note.
(d) Line authority also enables the subordinates to appreciate and
recognize their boss. They know that they must report to a manager whom they
depend on for a variety of things. They get assignments from the manager, and
specific ways the job has to be performed are clear by communicated to them.
(e) Line relationship makes the subordinates to respect the
directives of their boss since they know that he has the backup of the organization
and can give out the necessary punishment on the event of non-compliance to the
directors.
3.3 Staff Relationship This means the provision of special services to the line managers.
This enables the line manager to achieve the best result on organization wide basis.
This is done by the staff managers who studies on existing problems. Through
careful analyses after thorough investigation, a considered opinion by way of
professional advice is offered to the line manager.
Let us repeat again, the staff manager does not exercise authority
over the line manager. Question of exercise of authority along this point
should be completely erased. All that the staff manager does not research study
and investigate the problem. Therefore, an advice is offered.
However the staff manager is a boss in his own right in his own department.
He has subordinates that de report to him from time to time. Consequently, even
though the staff manager does not exercise authority over and above the
subordinates that do that do report to him. In other words, the flow of
authority does exist in a staff department as well with the attendant
advantages, some of which we have discussed.
Let us also point out that in an organization chart, the staff
relationship is usually represented by a line that is broken, that is, dotted
line.
3.3.1 Advantages of Staff Relationship
a) Though the professional advice that the staff manager provides from
time to time manager make the work of the line manager to be easier. He can
concentrate on the main aspects of his job while the staff manager comes out
his investigation and analysis of a problem with a view to advising the line
manager correctly.
b) Rising from “a” above, there is improvement on the quality of
the work of the line manager in two ways. He has more time to concentrate on
his job and secondary, the advice from the staff manager provides the best
option
c) Through the clarification of issues which the staff manager
makes from time to time further illuminates the situation surrounding line
manager’s environment. In such circumstance, he can take the best decision in
the overall interest of the organization.
d) Staff manger may
recommend necessary desirable changes in line with the changes in the external
environment of the organization, which in turn make the organization to adjust
positively and hence be able to compete favorably with their competitors. See the
diagram below showing line and staff relationship as purely authority flow.
Figure 9.1: Showing Line & Staff Authority Relationship. In the above
organization chart which is that of a manufacturing organization, the
activities of the personnel department, assistant to the general manager and
the budget department are purely advisory to the main stream of the operations.
As a result, they are called staff departments’. The finance, production and
marketing departments have activities that are generally related to the main
corporate functions. To that extent they are known as line department.
4.0 CONCLUSION
We have seen the two major relationships that exist in a formal organization.
These are the line relationship and the staff relationship. We did stress that
line relationships should be seen as purely the flow or exercise of authority
from the top to the bottom and is generally represented in an organization by a
line that is not broken. Staff relationship exists to offer professional advice
to the line managers. Also, that the staff relationship is generally
represented by a broken line. We again pointed the advantages of line and staff
relationships in an organization.
5.0 SUMMARY
We discussed the line relationship as well as the staff
relationship in this note. We noted their advantages too which will serve as
necessary need to create and maintain these relationships in an organization.
This is why the relationships should be stable and must be exercise
irrespective of the person that is occupying the positive. We shall be treating
other issues concerning these relationships;. We will be looking at functional authority,
limitations of staff, conflicts between the line managers and the staff
managers and the possible ways that these conflicts can be minimized.
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