Introduction

Organizations have a need for all types of skills and abilities.
The total burden of labor in an organization is divided up so that people with different levels of intelli­gence and skills can each find their own productive place.

Management issues in organizational structure
Line and staff employees
The first management consideration is to examine !low employees are distinguished from each other in terms of how they' fit in' to a typical organizational structure - the issue of line and staff employees.
Different specialist divisions and departments within an organization contain a predominance of either line or staff employees.
Line employees
Those those are directly responsible for achieving the organiza­tion's objectives.
Line employees are therefore found in departments that are responsible for producing, selling or servicing the organization's products
(E.g. in oper­ations, marketing and after-sales servicing).
Staff employees
Are responsible for supporting the line employees in their tasks.
Staffs are therefore found in departments that advise, support or provide expertise, such as personnel, research and development and finance.

Example:
A business producing cars is known for its car-making activities. Its primary objective is to produce and market cars in order to make profit.
The company needs its staff func­tions because of its line function; The personnel and finance functions would have no purpose at all unless they were in support of the company's primary (car-making) activities - performed by the line employees.
Nissan is not known primarily for the quality of its finance function (important though this is), but for the output of its line employees - its cars.

Span of control

The span of control, sometimes called the span of management, is a simple concept which describes the number of