Who are line managers?

Line managers are those managers to whom individual employees or teams directly report and who have responsibility to a higher level of management for those employees or teams. The term front-line managers is rather more specific and normally refers to line managers in the lower layers of the management hierarchy that is, where the employees who report to them do not themselves have any managerial or supervisory responsibility. Front-line managers are often promoted from within and are unli ely to have formal management education. Typically the management responsibilities carried out by line managers !particularly front-line managers" might include# day-to-day people management managing operational costs providing technical e$pertise organisation of wor allocation and rotas monitoring wor processes chec ing %uality dealing with customers&clients measuring operational performance. 's e$amined in detail below, line managers in many organisations also carry out activities that have traditionally fallen within the remit of () such as providing coaching and guidance, underta ing performance appraisals and dealing with discipline and grievances. They also often carry out tas s such as recruitment and selection or pastoral care in con*unction with ().

' front line manager has a very important role in implementing ()+ because these are the people who are responsible for the e$ecution of () policies at the operational level. (ales also supported the role of front-line manager in ()+ and he argued that these managers usually represent the very first level of the management to whom the employees usually report. Therefore, these managers can play an important role in managing the teams and day to day operations of ()+. +oreover, operational level wor can always ma e the image of the company poor or good in the eyes of the customers therefore, if the front-line wor ers are rightly managed and controlled by the front-line manager then it can improve the overall image of the company. , have found a very good research wor on this topic please have a view from the given lin #
-ellbeing For +anagers . +anager/s )esponsibilities . Line +anagers

Line Managers Responsibilities

Responsbilities of our Line Manager's include:
Line managers must ensure that they ta e steps to reduce the ris s to employee health and wellbeing by# 0eing aware of and e$ercising their duty of care to their employees by# recognising the symptoms of e$cessive pressure responding to any concerns regarding the wellbeing of any members of their team ta ing the appropriate and reasonable action to prevent harm

 1nsuring that the right people are recruited to the right *obs and that a good match is obtained between individuals recruited and *ob descriptions& specifications2 1nsuring effective communication and eeping employees in the team up to date with developments at wor and how these might affect their *ob and wor load2 1nsuring employees now who to approach with problems concerning their role and problems relating to e$cessive pressure, and how to pursue these issues with management2 +a ing sure *obs are designed fairly and that wor is allocated appropriately between teams2 and 1nsuring that wor stations are regularly assessed to ensure that they are appropriate and fit for purpose. Facilitate ris assessment relating to staff wellbeing and implement agreed findings 1nsure employees are fully trained to discharge their duties 1nsure employees are provided with meaningful developmental opportunities and individual training needs are regularly discussed +onitor wor loads to ensure employees are not overloaded and wor is allocated fairly amongst teams +onitor wor ing hours to ensure employees are not overwor ing, and monitor holiday to ensure that their team members are ta ing their full entitlement +onitor and ma$imise the energy levels of team members 'ttend relevant training as re%uired, including management training, health and safety and health improvement training 1nsure any potential staff wellbeing issues are communicated to a member of the senior management team as soon as possible in order to secure appropriate advice and support 1nsure that a positive attendance management culture is actively promoted and applied consistently 1nsure effective measures are in place for monitoring all sic ness absence for mental health and stress related absence 1nsure absence patterns are monitored and anomalies are reported to senior management

' front line manager has a very important role in implementing ()+ because these are the people who are responsible for the e$ecution of () policies at the operational level. (ales also supported the role of front-line manager in ()+ and he argued that these managers usually represent the very first level of the management to whom the employees usually report. Therefore, these managers can play an important role in managing the teams and day to day operations of ()+. +oreover, operational level wor can always ma e the image of the company poor or good in the eyes of the customers therefore, if the front-line wor ers are rightly managed and controlled by the front-line manager then it can improve the overall image of the company. , have found a very good research wor on this topic please have a view from the given lin #

The first area of involvement is for the line manager to set clear e$pectations with their staff, both in terms of what they need to deliver !*ob responsibilities, targets etc" and how they are e$pected to deliver these things !approach, behaviour at wor , etc". 3. The ne$t area of involvement is conducting performance appraisals and agreeing personal developmentplans, i.e. +easuring the 4gap5 between what an individual delivers !and how they do it" and what is needed. 6. ,n agreeing personal developmentplans line managers should not *ust as 4-hat are this persons wea nesses75 but should also as 4-here will learning and developmentadd the greatest value to their performance75 8. Line managers should understand the breadth of learning and development interventions that are available to them. For e$ample, too many turn to the ubi%uitous 4+anagement Training 9ourse5, or 4:resentation ; ills 9ourse5, when in reality there are hundreds of development actions that an individual can ta e from reading a boo to learning to play chess. <. Line managersshould also ta e on more of a coaching role with their staff. ;ignificant relationships e$ist between the effective provision of coaching and guidance by the line manager and levels of employee satisfaction, commitment and motivation. =. Finally, to be truly effective line managersneed to understand their role as a 4sponsor5 of an individuals or teams learning and development. For e$ample, it sends completely the wrong message to someone if a manager as s them to attend a management training course but then prevents them from attending some or all of it. 's a sponsor, the line manager should# > ,nvest time, energy and enthusiasm in their employees development. > ?emonstrate public commitment to management training and development by 4wal ing the tal 5. > ;anction any hindrance or bloc ing behaviour from employees reference their learning and development. > 0e clear with their teams the importance of management training and development in raising standards and performance. > )ecognise successes. Too often education anddevelopment is the province of () or the training department but bybecoming more involved in their managers training and development, line management will have a greater impact on their teams performance and capability, which will ultimately impact the performance of their organisation. )ead more# www.articlesbase.com@ Ander 9reative 9ommons License# 'ttribution