【正文】 working with both to produce results. In short, the new managerial work implies very different ways of obtaining and using power. Managers will not manage. Yesterday39。s needs. Management must therefore empower its frontline employees— the front desk clerks at the hotel, the cabin attendants on the Delta plane, and the assemblers at Saturn. In other words, employees need the authority to respond quickly to the customer39。T the new way of organizing stresses crossfunctional teams and boosting interdepartmental munications. There is a corresponding deemphasis on sticking to the chain of mand to get decisions made. At General Electric, Chairman Jack Welch talks of the boundary less organization, in which employees do not identify with separate departments but instead interact with whomever they must to get the job done. Employees are being empowered to make more and more decisions. Experts argue for turning the typical organization upside down. They say today39。ll need a good working knowledge of the human resource/personnel concepts and techniques in this book. 4. Tomorrow39。re a firstline supervisor, middle manager, or president, whether you39。s the line manager’s responsibility to specify the qualifications employees need to fill specific positions. Then the HR staff takes over. They develop sources of qualified applicants and conduct initial screening interviews. They administer the appropriate tests. Then they refer the best applicants to the supervisor (line manager), who interviews and selects the ones he or she wants. In summary, HR management is an integral part of every manager39。 labor relations。 training and development。up to date information on current trends and new methods of solving problems. For example, there is much interest today in instituting reengineering programs and in providing career planning for employees. HR managers stay on top of such trends and help their organizations implement the required programs. Cooperative Line and Staff Human Resource Management:An Example Exactly which HR management activities are carried out by line managers and staff managers? There39。 suggestions are often viewed as orders from topside. This implied authority carries even more weight with supervisors troubled with human resource/personnel problems. A coordinative function. HR managers also function as coordinators of personnel activities, a duty often referred to as functional control. Here the HR manager and department act as the right arm of the top executive to as sure him (or her) that HR objectives, policies, and procedures (concerning, for example, occupational safety and health) which have been approved and adopted are being consistently carried out by line managers. Staff (service) functions. Serving and assisting line managers is the bread and butter of the HR manager39。 health and physical condition In small organizations, line managers may carry out all these personnel duties unassisted. But as the organization grows, they need the assistance, specialized knowledge, and advice of a separate human resource staff. Human Resource Department39。s responsibility, from president down to the lowestlevel supervisor. For example, one major pany outlines its line supervisors39。 Human Resource Management Responsibilities According to one expert, 39。s basic goals (Hotel managers and the managers for production and sales are generally line managers, for example. They have direct responsibility for acplishing the organization39。re always someone39。ll see that human resource management practices and policies can play a crucial role in fostering such employee mitment and in enabling the firm to better respond to change. 2. Line and Staff Aspects of HRM All managers are, in a sense, HR managers, since they all get involved in activities like recruiting, interviewing, selecting, and training. Yet most firms also have a human resource department with its own human resource manager. How do the duties of this HR manager and his or her staff relate to line managers39。ll see in a moment, intensified global petition, deregulation, and technical advances have triggered an avalanche of change, one that many firms have not survived. In this environment, the future belongs to those managers who can best manage change。t know of any major