line management


Also found in: Dictionary, Thesaurus, Financial, Wikipedia.

line management

The standard term in the UK for administration of the line functions of an organisation which contribute directly to an organisation's output. Line management is the simplest of all management structures and has a hierarchal chain of command from executive to front lines.
Segen's Medical Dictionary. © 2012 Farlex, Inc. All rights reserved.
References in periodicals archive ?
QLess is a worldwide leader in line management solutions.
The line management program was initiated in September 2008, based on ideas and concepts used in the restaurant industry.
"Chris will keep the cogs turning on the ground and ensure we have a first-class and comprehensive product testing programme and accurate product line management.
The last module of the CMI Diploma in First Line Management includes final unit and real time learning through on-the-ground meetings and field visits with international organisations and academic institutions in Singapore.
Instead, most felt that a company could achieve a balance between partnering with line management in providing decision support and objectively reporting the firm's financial results and maintaining the needed internal controls.
Tenny had line management responsibility for the Forest Service and state and private forestry programs.
Organizations that learn and develop their SHRD practices have more opportunities to obtain and integrate the nine SHRD outcomes in the learning process: organizational missions and goals, top management leadership, environmental scanning, HRD strategies and plans, strategic partnerships with line management, strategic partnerships with HRM, trainers as organizational change consultants, influence corporate culture, and emphasis on individual productivity and participation.
* Is located organizationally outside the staff or line management function of the unit under audit (the Naval Audit Service is part of the Secretary of the Navy staff).
Within line management and consultancy roles, he has instigated numerous substantial change management projects and has many years of experience ranging from strategic development to detailed operations and implementation.
The authors, all consultants, provide conceptual frameworks and practical advice about the notion that human resource (HR) departments no longer serve as support functions but are rapidly turning into business partners (BP) with line management. With particular emphasis on outsourcing and sharing resources they cover the evolution of HR into HRBP, the role of HRBP, shared service centers, centers of excellence, partnerships with line management, technology, integrated solutions and "best of breed," measurement of success, , developing the HRBP, selection and career management, and lessons learned in implementation.
Tracy Williams and Lee Pinchen are seeking a Modern Apprenticeship with a NVQ level three in first line management, while Diane Gough is doing a Foundation Modern Apprenticeship in team leading