Human Resources Management - Organization of HRM
Need for Harmony - Organization of HRM
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There is bound to be conflict between line managers and staff personnel due to the following reasons.
Need for Harmony
There is bound to be conflict between line managers and staff personnel due to the following reasons.
Line and staff people, often have different backgrounds and individual characteristics. Staff people, are generally younger, better educated, dynamic, and more poised in social interaction than the line people. This difference in outlook is one of the reasons for discord.
Though theoretically line and staff authority is clear, often in practice, demarcation between line and staff is rarely clear. Overlapping of basic functions and a gap could affect personal relationships.. This structure is useful when technology remains static and types of products are not many. Prof. Drucker has defined this type of organization as “functional decentralization”. A typical diagram is shown in Fig. 2.1(a). This structure is useful and advantageous for smaller organizations but difficult for bigger ones. This structure was found ineffective to face keen competition in market due to rapid advancement in technology and development of multiple products.
The advantages of functional type organizations are
1. Easier budgeting and cost control
2. Better technical control since specialists are grouped together
3. Flexibility in use of manpower
4. Provide continuity in functional disciplines
5. Better control on personnel
6. Quick reaction capability.
The disadvantages are
1. No one individual is responsible for the entire operations / products
2. Does not provide the production – oriented emphasis
3. Coordination becomes complex
4. Does not provide single point contact for customers
5. More response time to the customer
6. Duplication and overlapping of responsibility.
Though the authority of line and staff may be clear, yet in practice, people may fail to understand the exact nature. They may overstep and this might result in mistrust.
1. For creating harmony among line managers and staff people, the following are the suggestions:
2. Line people who have the ultimate responsibility should have authority to make operating decisions.
3. Staff people may be granted functional authority.
4. Persuasion is always better than strict direction.
5. Periodic coordination meeting can solve many problems.
There is bound to be conflict between line managers and staff personnel due to the following reasons.
Divergent background
Line and staff people, often have different backgrounds and individual characteristics. Staff people, are generally younger, better educated, dynamic, and more poised in social interaction than the line people. This difference in outlook is one of the reasons for discord.
Lack of demarcation between line and staff
Though theoretically line and staff authority is clear, often in practice, demarcation between line and staff is rarely clear. Overlapping of basic functions and a gap could affect personal relationships.. This structure is useful when technology remains static and types of products are not many. Prof. Drucker has defined this type of organization as “functional decentralization”. A typical diagram is shown in Fig. 2.1(a). This structure is useful and advantageous for smaller organizations but difficult for bigger ones. This structure was found ineffective to face keen competition in market due to rapid advancement in technology and development of multiple products.
The advantages of functional type organizations are
1. Easier budgeting and cost control
2. Better technical control since specialists are grouped together
3. Flexibility in use of manpower
4. Provide continuity in functional disciplines
5. Better control on personnel
6. Quick reaction capability.
The disadvantages are
1. No one individual is responsible for the entire operations / products
2. Does not provide the production – oriented emphasis
3. Coordination becomes complex
4. Does not provide single point contact for customers
5. More response time to the customer
6. Duplication and overlapping of responsibility.
Lack of proper understanding
Though the authority of line and staff may be clear, yet in practice, people may fail to understand the exact nature. They may overstep and this might result in mistrust.
1. For creating harmony among line managers and staff people, the following are the suggestions:
2. Line people who have the ultimate responsibility should have authority to make operating decisions.
3. Staff people may be granted functional authority.
4. Persuasion is always better than strict direction.
5. Periodic coordination meeting can solve many problems.
Tags : Human Resources Management - Organization of HRM
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