A frequent and related complaint of line people is that the staff man, with his strong sense of mission, makes a proposal that has a sound theoretical basis, but is totally inappropriate to his urgency and priorities. Here is a case in point.
Too often, the internal consultant sees only the aspects of a particular situation that relate to his special interests. Thus, when he constructs a solution to the problem, he takes into account only a small portion of the factors in a particular situation. One organization succeeded in broadening its human resources executive viewpoint by giving him responsibility for business planning and the integration of appropriate corporate staff knowledge, skills, and abilities. When he went out to visit with a division manager and his staff, his focus was not limited to executive manpower planning; he would arrange to have corporate staff representatives meet with their line management counterparts when the time came to put together an intermediate-range plan. In the process, a total corporate planning system evolved which was endorsed and supported by both line and staff personnel. This put an end to fragmented, partial solutions to problems, and it brought order to the visitation schedule and minimized disruptions in the workday of busy line managers. leia todo o artigo
