Assembly line operations often illustrate this type of interdependence. Finally, reciprocal interdependence occurs when the output of each group is the input of the others in a nonlinear fashion. The structural arrangements necessary to support pooled interdependence are much simpler than those required for sequential and reciprocal interdependence. Managers are able to define line and staff relationships in authority terms. The line responsibilities account for the integration of separate effort.
Staff positions provide for advisory or specialized expertise in accomplishing a firm's objectives.
An important issue in defining authority relationships is that of delegation. Both authority and tasks can be delegated. But the responsibility for accomplishing a task or objective cannot be delegated. Managers remain accountable, and maintain the responsibility for the activities of their work groups. Environmental characteristics have an important role in determining structure.