TYPES OF AUTHORITY: LINE & STAFF ROLES

Authority is the right to perform or command. It allows its holder to act in certain designated
ways and to directly influence the actions of others through orders.
It also allows its holder to allocate the organizations resources to achieve organizational
objectives.
AUTHORITY ON THE JOB:
Barnard defines authority as the character of communication by which an order is accepted by an
individual as governing the actions that individual takes within the system.
Barnard maintains that authority will be accepted only under the following conditions:
. !he individual can understand the order being communicated.
". !he individual believes the order is consistent with the purpose of the organization.
#. !he individual sees the order as compatible with his or her personal interests.
$. !he individual is mentally and physically able to comply with the order.
!he fewer of these $ conditions that are present% the lower the probability that authority will be
accepted and obedience be e&acted.
Barnard (American business executive, public administrator, and the author of pioneering work
in management theory and organizational studies) offers some guidance on what managers can do to
raise the odds that their commands will be accepted and obeyed. 'e maintains that more and
more of a managers commands will be accepted over the long term if:
. !he manager uses formal channels of communication and these are familiar to all
organization members.
". (ach organization member has an assigned formal communication channel through
which orders are received.
#. !he line of communication between manager and subordinate is as direct as possible.

$. !he complete chain of command is used to issue orders.
). !he manager possesses ade*uate communication skills.
+. !he manager uses formal communication lines only for organizational business.

,. A command is authenticated as coming from a manager.
TYPES OF AUTHORITY:
# main types of authority can e&ist within an organization:
. -ine Authority
". .taff Authority
#. /unctional Authority
(ach type e&ists only to enable individuals to carry out the different types of responsibilities with
which they have been charged.
LINE AUTHORITY:
!he most fundamental authority within an organization reflects e&isting superior0subordinate
relationships. It consists of the right to make decisions and to give order concerning the
production% sales or finance related behaviour of subordinates.
In general% line authority pertains to matters directly involving management system production%
sales% finance etc.% and as a result with the attainment of objectives.
1eople directly responsible for these areas within the organization are delegated line authority to
assist them in performing their obligatory activities.
STAFF AUTHORITY:
.taff authority consists of the right to advise or assist those who possess line authority as well as
other staff personnel.
.taff authority enables those responsible for improving the effectiveness of line personnel to
perform their re*uired tasks.
-ine and .taff personnel must work together closely to maintain the efficiency and effectiveness
of the organization. !o ensure that line and staff personnel do work together productively%
management must make sure both groups understand the organizational mission% have specific
objectives% and realize that they are partners in helping the organization reach its objectives.
.ize is perhaps the most significant factor in determining whether or not an organization will
have staff personnel. !he larger the organization% the greater the need and ability to employ staff
personnel.
As an organization e&pands% it usually needs employees with e&pertise in diversified areas.
Although small organizations may also re*uire this kind of diverse e&pertise% they often find it
more practical to hire part time consultants to provide it is as needed rather than to hire full time
staff personnel% who may not always be kept busy.
LINE STAFF RELATIONSHIPS:
(.g. A plant manager has line authority over each immediate subordinate% human resource
manager% the production manager and the sales manager.
'owever% the human resource manager has staff authority in relation to the plant manger%
meaning the human resource manager possesses the right to advise the plant manager on human
resource matters.
.till final decisions concerning human resource matters are in the hands of the plant manager% the
person holding the line authority.
ROLE OF STAFF PERSONNEL:
'arold .tieglitz has pinpointed # roles that staff personnel typically perform to assist line
personnel:
. The Advisory or Couse!i" Ro!e: In this role% staff personnel use their professional
e&pertise to solve organizational problems. !he staff personnel are% in effect% internal
consultants whose relationship with line personnel is similar to that of a professional and a
client.
". The Servi#e Ro!e: .taff personnel in this role provide services that can more efficiently
and effectively be provided by a single centralized staff group than by many individuals
scattered throughout the organization. !his role can probably best be understood if staff
personnel are viewed as suppliers and line personnel as customers.
#. The Co$ro! Ro!e: .taff personnel help establish a mechanism for evaluating the
effectiveness of organizational plans.
!he role of staff in any organization should be specifically designed to best meet the needs of
that organization.
CONFLICT IN LINE STAFF RELATIONSHIP:
/rom the view point of line personnel% conflict is created because staff personnel tend to
Assume -ine Authority
2o not give .ound Advice
.teal 3redit for .uccess
/ail to 4eep line personnel informed of their activities
2o not see the whole picture.
/rom the view point of .taff 1ersonnel% conflict is created because line personnel do not make
proper use of staff personnel% resist new ideas and refuse to give staff personnel enough authority
to do their jobs.
.taff 1ersonnel can often avert line0staff conflicts if they strive to emphasize the objectives of the
organization as a whole% encourage and educate line personnel in the appropriate use of staff
personnel% obtain any necessary skills they do not already possess% and deal intelligently with the
resistance to change rather than view it as an immovable barrier.
-ine personnel can do their part to minimize line staff conflict by sing staff personnel wherever
possible% making proper use of the staff abilities% and keeping staff personnel appropriately
informed.
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FUNCTIONAL AUTHORITY:
/unctional authority consists of the right to give orders within a segment of the organization in
which this right is normally non e&istent.
!his authority is usually assigned to individuals to complement the line or staff authority they
already possess.
/unctional Authority generally covers only specific task areas and is operational only for
designated amounts of time. It is given to individuals who% in order to meet responsibilities in
their own areas% must be able to e&ercise some control over organization members in other areas.
/or e&ample% members of an accounting department might have authority to re*uest documents
they need to prepare financial reports% or a human resource manager might have authority to
ensure that all departments are complying with e*ual employment opportunity laws. /unctional
authority is a special type of authority for staff personnel% which must be designated by top
management.
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