The Manager and the Specialist

  • Rosemary Stewart
Chapter

Abstract

Traditionally books on organization have a chapter on Line and Staff. Today this is too simple a distinction to cover all the different kinds of relationships that can exist between managers and specialists and the varying problems that may arise. Managers have to deal with an ever-increasing number of specialities which develop out of new technology, such as the computer, or which, as the result of increasing complexity, are hived off from the manager’s job, such as long-range planning staffs. Managers stand in many different kinds of relationship to these varied specialists. Large organizations have a wide array of specialists, but small organizations are also likely to need some specialist help. The aim of this chapter is to look at these relationships, to analyse the kind of problems that arise, and to discuss what can be done to try and reduce them.

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Notes

  1. 1.
    National Industrial Conference Board, Corporate Organization Structures (New York, The Conference Board, 1968) pp. 7–8.Google Scholar
  2. 2.
    Cf. Acton Society Trust, The Extent of Centralization: A Discussion Based on a Case Study in the Coal Industry, Part II ( The Trust, 1951) p. 27.Google Scholar
  3. 4.
    Harold Koontz and Cyril O’Donnell, Principles of Management: An Analysis of Management Functions, 4th edn (New York, McGraw-Hill; Tokyo, Kogakusha, International Student Edition, 1968) p. 307.Google Scholar
  4. 8.
    Alvis W. Gouldner, ‘Cosmopolitans and Locals’, Administrative Science Quarterly, vol. 2, no. 3 (Dec. 1957) pp. 282–92.CrossRefGoogle Scholar
  5. 10.
    McKinsey & Co., Unlocking the Computer’s Profit Potential ( New York, 1968) p. 37.Google Scholar

Copyright information

© Rosemary Stewart 1970

Authors and Affiliations

  • Rosemary Stewart

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