FUNCTIONAL AUTHORITY, STAFF LIMITATIONS, CONFLICTS BETWEEN LINE AND STAFF MANAGERS, WAYS OF REDUCING THE CONFLICTS

INTRODUCTION

We are going another step further in our examinations of the stable relationships that must exist in an organization. In the last unit, we 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.

 Further to our discussion last time in our last unit, our present unit will extend the discussion. 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 in this unit, we are limiting the conflict to the ones that exist between line and staff managers. This will give us done understanding concerning our behaviours 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.

OBJECTIVES

By the end of this unit, you should be able:

• describe functional authority 
• know the importance of functional authority 
• list the limitations of staff relationship 
• explain the causes of conflicts between the line managers and staff managers 
• suggest solutions on how to settle the conflicts.

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 can not 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 no body else. He thus has the functional authority over personnel issues in all the departments in the organization.

 Imperative of functional authority

1. it makes the manager to exercise his authority by employing his expertise on matters relating to his training. 
2. it makes every one on the organization to know who is to do what at every point in time. 
3. it makes every member of the organization to respect one another since each on knows he can not do every thing. What can not be done by another? 
4. it afford the experts to concentrate on the areas they have a flair for. 

SELF-ASSESSMENT EXERCISE 1

Describe the functional authority of a marketing manager in a manufacturing organization.