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The line organization is a kind of the hierarchy in organizations, which are linear developed. Above all economical organizations often consist of different places, which notice different functions. There are such, which give instructions and such, which implement instructions received and.
"Over within an organization tasks to transfer to be able also a transmission of instruction rights is absolutely necessary" (Laux, Liermann). With the goal a stage of appeal will avoid tuning problems established. Two basic forms of instruction systems exist: The a line system and the multi-line system.
The a line system orients itself at the principle of the unit of the placing of order, i.e. each instruction to a place can be arranged only by a superordinate instance. Advantages result in the accurate gradation of the line levels and associated assumption conditions. Likewise an exact delimitation of competence as well as a clear overview of the arrangement of the organization rank among further advantages of this line system.
Disadvantages become visible with the view of the depth of structures and lengthy official channels, which obstruct the information flow between the places as well as for dynamics lacking in working processes provide. Likewise a high load of the instances comes off by tasks of routine and details, which the positions of the intermediate instances critically could affect.
This instruction system is based on the "function master system" coined/shaped by Frederick Winslow Taylor. Here a universal master is replaced by so-called function masters. These are specialists in their area and give only its specialist area instructions concerned. Thereby the system of the multiple assumption is important: a subordinated place can receive now from several superordinate instructions. Thus the principle of the shortest way is realized, since now a coworker can contact directly the specialist concerned. "The specialization of the superiors is to make decisions and instructions possible also qualified" (Laux, Liermann S.185)
Mostly in small businesses and unincorporated firms, e.g. in crafts enterprises, in which due to the clear separation of commercial and technical responsibilities the risk is minimal by authority disputes friction losses; beyond that in the framework of the matrix organization and the project organization
Matrix organization, project organization, staff line system.
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