The potential of the frontline manager

Abstract

Purpose

The paper seeks to create an awareness that by adopting the designation of frontline manager the position should now be demonstrating a more significant contribution from merely supervising work to a wider concern for organisational effectiveness and productivity.

Design/methodology/approach

The paper considers ways by which benefit and gains might be achieved by greater voluntary input from the workforce, thereby achieving better cost‐cutting results.

Findings

The main finding is the realisation of the latent value of natural teams if their involvement is encouraged and recognised.

Originality/value

The latent value of natural teams exists and can be encouraged.

Citation

Rabey, G. (2008), "The potential of the frontline manager", Industrial and Commercial Training, Vol. 40 No. 3, pp. 156-161. https://doi.org/10.1108/00197850810868667