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首页> 外文期刊>Industrial and Commercial Training >The frontline manager: fronting up to organisational change
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The frontline manager: fronting up to organisational change

机译：一线经理：迎接组织变革

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摘要

Purpose - The purpose of this paper is to propose an organisational structure not based on power and control but on the organic and functional processes of the front line. Design/methodology/approach - These ideas arose from discussions about the roles and training needs of frontline managers, and frequent conflict between their organisational and functional roles. Findings - Organisations that emphasise power and control functions, as symbolised in the organisational chart, often view solutions to efficiency, productivity and change in terms of the ability of senior managers to impose solutions on frontline staff, and the appointment of frontline managers for their ability to implement those solutions. However, more efficient, effective and creative solutions often result from developing dynamic and creative frontline teams, who can use their awareness of production, customer service and staffing issues to provide innovative organisational changes. Practical implications - Organisations should appoint staff to frontline management positions based not on their ability to control but on their ability to provide leadership, functional facilitation and support to meet the purposes of the team. Originality/value - The value of the paper lies in a proposed paradigm shift in organisational thinking from a model based on control to one based on functional team building.
机译：目的-本文的目的是提出一种不基于权力和控制权而是基于前线的有机和功能过程的组织结构。设计/方法/方法-这些想法来自有关一线经理的角色和培训需求的讨论，以及他们组织和职能角色之间经常发生的冲突。发现-组织结构图中所象征的强调权力和控制职能的组织通常会根据高级经理向一线员工施加解决方案的能力以及任命一线经理的能力来查看效率，生产率和变更的解决方案实施这些解决方案。但是，更有效，更有效和更有创造力的解决方案通常是由发展有活力和创造力的前线团队所产生的，他们可以利用他们对生产，客户服务和人员配备问题的认识来提供创新的组织变革。实际意义-组织应任命员工担任一线管理职务，而不是基于他们的控制能力，而是基于他们提供领导才能，职能促进和支持以实现团队目标的能力。原创性/价值-本文的价值在于组织思想的拟议范式转变，即从基于控制的模型转变为基于职能团队建设的模型。

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