Middle management in the context of "Line management"

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đŸ‘‰ Middle management in the context of Line management

Line management refers to the management of employees who are directly involved in the production or delivery of products, goods and/or services and may be referred to as the supervisor. As the interface between an organisation and its front-line workforce, line management represents the lowest level of management within an organisational hierarchy (as distinct from top/executive/senior management and middle management).

A line manager is an employee who directly manages other employees and day-to-day operations while reporting to a higher-ranking manager. In some retail businesses, they may have titles such as head cashier or department supervisor. Related job titles are supervisor, section leader, foreperson, office manager and team leader. They are charged with directing employees and controlling that the corporate objectives in a specific functional area or line of business are met.

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Middle management in the context of McKinsey & Company

McKinsey & Company (informally McKinsey or McK) is an American multinational strategy and management consulting firm that offers professional services to corporations, governments, and other organizations. Founded in 1926 by James O. McKinsey, McKinsey is the oldest and largest of the "MBB" management consultancies. The firm mainly focuses on the finances and operations of their clients.

Under the direction of Marvin Bower, McKinsey expanded into Europe during the 1940s and 1950s. In the 1960s, McKinsey's Fred Gluck—along with Boston Consulting Group's Bruce Henderson, Bill Bain at Bain & Company, and Harvard Business School's Michael Porter—initiated a program designed to transform corporate culture. A 1975 publication by McKinsey's John L. Neuman introduced the business practice of "overhead value analysis" that contributed to a downsizing trend that eliminated many jobs in middle management.

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