Each organization has management personnel. They include three categories of people: performers, specialists and managers. The latter, in turn, are divided into:
The line manager is the headseparate subdivision, economic or production. With the help of the administrative apparatus entrusted to him, he coordinates the work of subordinate employees, making key decisions related to the functioning of his department (bureau, shop, firm).
The head belongs to one of the mainpositions in the company. The more it is bigger and more difficult, the higher the requirements will be submitted to the applicant for this position. A person endowed with certain managerial rights, duties, and norms of behavior, always behaves individually, so it is important for everyone to be able to monitor subordinates, make important decisions, and delegate authority as necessary.
Management activities of line managers assume that they should be responsible for the entrusted site. For this they are obliged:
If the line manager refers to his ownresponsibilities responsibly, is able to effectively manage employees, as well as production process, then the company has all chances to gain financial prosperity and success.
The line manager performs a number of functions and tasks:
The official status of the manager affects hisbehavior and sequence of actions in matters relating to the structures of organization and distribution of powers. He defines the social and functional role of the manager.
Whether the site manager effectively manages his activity, can be assessed using some parameters:
Head of the shop is a line managermiddle level. He must have a higher professional or secondary technical education, as well as an experience of activity that is at least three to five years.
This position assumes the following activities:
Head of the workshop should be familiar with the technologyproduction, key organizational documents, methods of effective planning and stimulation of workers, the basics of management and economics, the rules of labor protection.
The priority line of the linearmanager - development of personnel. It is much more expedient to make investments not in production capacities, but in improving personnel. To do this, it is necessary to train employees, affecting the amount of skills and knowledge; improve their qualifications; send people to professional reorientation.
The line manager must:
Thus, managers of the linear typeperform important tasks for the rational management of companies, or their separate subdivisions. They are obliged to increase the efficiency of production with all their efforts not only through the use of innovative technologies, but also the development of personnel. A good leader knows how to achieve the set goals in the optimal time, motivate employees, plan and make adjustments, and correctly evaluate the results.