We
are going another step further in our examinations of the stable relationships
that must exist in an organization. We have identified two major forms or relationship – the line relationship and the staff relationship.
We
pointed out that line relationship should be looked upon as purely the flow or
exercise of authority from the top to the bottom. Concerning the staff relationship, we said that their
existence depended solely on the advice they render the line managers. Consequently, the staff relationship is purely in
advisory.
We
were able to identify the major advantages associated with each relationship.
We
are going to look at functional authority, the limitations of staff the conflicts that do arise between the line
managers and staff managers and suggestions on how the conflicts could be
minimized. All these and more are necessary so that we be better placed to know
how people interact in forma organizations. And when people come together and
interact in an organization conflicts are bound to arise. But, we
are limiting the conflict to the ones that exist between line and staff
managers. This will give us done understanding concerning our behaviors if we
are already working. If we are not working yet, the lesson is worth it too
because one day we will find ourselves in work situation either in line
department of staff department.
Functional Authority
We
noted earlier at the preliminary stage of our discussion on organizing that
activities necessary for the attainment of organizational objectives must be
identify, group and assigned. And when arrangements has been made, it must be
backed up with the commensurate authority, otherwise it because ridiculous. The
assignment of responsibility with the corresponding authority is usually made
to the manager and the subordinates that report to him.
Consequently,
functional authority refers to the right which an individual or department has
through the process of delegation to control specified processes, practices or
other matters relating to activities in other departments. For example, in the
production department, there are the production managers in addition to other
personnel working under him.
There
are issues relating to recruitment of personnel, salaries and wages
administration, promotion, industrial relations among others which the
production manager can other handle in relation to his subordinates.
He
cannot handle them because he was trained for that kind of process and
practices.
He
is an engineer.
The
only person competent to handle these matters is the personnel officer or
manager, even though he is not in the production department. But by virtue of
his training, education, experience and expertise he can handle all matters
relating to personnel management in the production department and other
departments. /due to his expertise, the right or authority to handle to
personnel issues has been delegated to him and to nobody else.
He
thus has the functional authority over personnel issues in all the departments
in the organization.
Imperative
of functional authority
a) It
makes the manager to exercise his authority by employing his expertise on
matters relating to his training.
b) It
makes everyone on the organization to know who is to do what at every point in
time.
c) It
makes every member of the organization to respect one another since each on
knows he cannot do ever thing. What cannot be done by another?
d) It
affords the experts to concentrate on the areas they have a flair for.
Limitations
of staff Relationships
The
staff concept even though it has some usefulness in an organization has some
limitations which can be seen from the following:
1. Absence of responsibilities for results
The
role of the staff manager is simply to advice. The outcome of such advice rests
on the door step of the line manager, on the acceptance of the advice or plan.
As a result, when a plan fails, the line manager will like to blame the staff
manager for providing a poor plan. The staff manager can on his own side would
return the blame on the line manager for not acting correctly accordingly to
guidelines provided in the advice. He could go on to extend the argument that
the plan was good but the incompetence f the line manager to execute the plan
properly created the poor result.
2.
Undermining line authority
Sometimes,
it gets into the head of a staff manager to start undermining the authority of
the line managers. Such situation arises if the staff officer is seen to be
good in his job and as a results, a superior officer starts having greater
confidence and reliance on him. By reason of the new importance being placed on
him, he starts undermining the authority of line manager. Such situation is
dangerous because it can result in anger, frustration and outright concerned
and the staff officer. All these pollute the internal environment of theorganization which does enhance maximum productivity.
3.
Feeling of sense of superiority
To
counter the point rose in 3.2.2, the line manager since he is one of those
formulating personnel policy administering salaries and wages among other
personnel duties. But these are the functions of personnel management and not
production.
Consequently,
he is not qualified to do them. As the organization keeps developing, a stage
will reach when it becomes necessary to remove these personnel duties from the
production manager and assign them to a personnel manager who has been trained
and possesses the necessary expertise to handle personnel issues. When the
decision is taken and implemented the production manager may not like it. For
one reason, while performing these personnel tasks as well as his normal
production duties, he arrogates to himself more power, more prestige and even
more status symbols. Some of these vanish overnight and to this extent brings
conflict between him and the new personnel manager.
4.
Due to changes in technology
Technology
is simply the manner of doing something to get a desired output. As a result of
changes in technology, the work of the line managers may become simplified.
Some aspects of the job may even be taken away by computers and robots. As a
result, those skills which have been developed by the line managers over many
years are lost overnight to machines. And these machines are manned by staff
specialists. Take the case of an accountant boasting his unique skills of
having a flair for figures and can balance manually. With the introduction of
computer, this can be done in split second. Even when the accountant is
computer literate, his level of mastery of computer cannot be compared to a
computer graduate who is a staff specialist. This is another source of
conflict.
5. The
work of the line manager being easily controlled
When
the line manager was doing so many activities, it was difficult to monitor, check
and control his activities. But when the activities have been reduced, the
portion remaining in smaller and can be easily controlled by a superior
officer. To this extent, the line manager may not like the development, it is
not everybody that can easily subject him to control.
6. Due
to changes
Many
staff managers, once employed, are associated with bringing changes and
innovations. They formulate plans and play key roles in executing these plans
which are usually associated with changes. But human beings generally including
line managers resist changes. As a result, the new development brings conflict
between the two managers.
7. Differences
in age
This
is another possible source of conflict. The staff managers are usually younger
in age than the line managers. It is not every one that can take directives
from a younger person. Consequently, the age difference is a source of
conflict.
Ways
of Minimizing the Conflicts between the Line Manager and Staff Managers.
1.
Removing overbearing attitudes:
Over
bearing attitudes on both sides should be removed or at least minimized. Both
the line manager and the staff manager should cultivate positive attitude
toward one another They need to realized the unique importance of each other
and work toward mutual acceptance and tolerance.
2.
Adopting patient attitude
In
addition to point 3.4.1, both sides should also cultivate patience. Proposal
from the staff manager should not be dismissed outright as not practicable
because this hasty conclusion has arisen because of the conflict. The merit of
such report should be carefully examined. Similarly, the staff manager should
always sell his idea to the line manager. New changes take patience before they
become fruitful. The power of the tongue through persuasion and reasoning
should be used rather than arrogance.
3.
Avoid playing the expert
An
expert is only relevant to an organization when it is used to solve problems
and contributing to the attainment of organizational objectives. Sheer pride
and being resentful are not the ways of demonstrating expertise. Changes should
be welcome so long as they are beneficial.
4.
Avoid Speaking technical terms
Whenever
both. Are discussing, as much as possible technical terms should be avoided.
Speak the language of the hearer so as to avoid double interpretation thereby
resulting in negative feedback.
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