The Manager and the Specialist

Rosemary Stewart

Chapter 6 in The Reality of Organizations, 1993, pp 71-87 from Palgrave Macmillan

Abstract: Abstract A perennial problem in organizations is how to make the best use of people who provide specialist aid to managers of the main core activities. In older books on management this was discussed as line and staff authority relationships. The distinction between line and staff is rarer today because it is often less clear-cut. However, many of the traditional problems of making the best use of specialist roles remain. They are too often seen as new problems because of the variety of new jobs and of new organizational relationships. Instead, they should be seen as new versions of old problems so that use can be made of past experience. The aim of this chapter is to analyse the kinds of problems that arise in the relations between managers of the main activities and specialists and to discuss what can be done to reduce them.

Keywords: Human Resource Manager; Labour Relation; Line Management; Internal Specialist; Organizational Relationship (search for similar items in EconPapers)
Date: 1993
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-23047-1_6

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DOI: 10.1007/978-1-349-23047-1_6

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