Front-line Management

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Anyone who gains employment in whatever type of company has to deal with front-line management, the first layer of management tasked to induct new members of an organization and, in the course of employment, serve as conduit between employees and top management.


In relation to the whole army, the front-line commanders are in fact several rungs removed from the generals and occupy the lowest post in the chain of command but in the eyes of the ground troops, the front-line officers are the army and the high command. Thus, FLM in its organizational sense is sometimes good-naturedly described as a position caught between a rock and a hard place. For this reason, the roles and responsibilities of FLM are so unlike those of the higher management layers, and that these differ in scope and importance according to the configuration of the organization. This paper gathers evidence to support the view that the smaller and younger the organization, the heavier and more difficult the tasks it imposes on front-line management although the rewards are sparse. Conversely, the FLM job is easier but more rewarding in larger and older organizations. The paper will also attempt to explain why such a curiosity happens.
All managers are required to demonstrate a higher level of skills in planning, organizing, coordinating, communicating and reporting activities; in directing and delegating work; in training, directing, motivating, supporting and disciplining people; and in team building. The need for such skills follows the description of management as getting the work of many done through the guidance of one. More or less the same talents are needed in front-line managers, with some basic differences. ...
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