Construction management – Line organization: What is the principal disadvantage of a pure line organisation structure in a construction firm or project department?

Introduction / Context:
Line organisation is the most basic hierarchical form used in small construction firms and site setups. Authority flows vertically from top management to supervisors and then to workers. While it is simple and clear, it carries several disadvantages that impact speed, flexibility, and managerial workload.

Given Data / Assumptions:

• A single, unbroken chain of command exists from top to bottom.
• Staff (functional) support is minimal or absent; decisions climb the chain.
• Multiple projects and rapid field decisions are common in construction.

Concept / Approach:
Evaluate typical pain points of line structures: rigidity (low adaptability), communication latency (messages must move through each level), and concentration of decisions at the top (overload). In construction, where changes are frequent, these drawbacks compound into schedule and cost risks.

Step-by-Step Solution:
Identify structural rigidity: limited lateral coordination among departments causes slow reallocation of crews and equipment.Trace communication path: information must pass level-by-level, introducing delays and distortion.Assess executive workload: top leaders handle routine approvals and technical escalations, creating bottlenecks.Synthesize: all listed drawbacks are inherent to pure line organisation, so the most comprehensive choice is 'all the above.'

Verification / Alternative check:
Comparing with line-and-staff or matrix structures shows added specialist support and lateral communication channels that reduce rigidity and delays, confirming that the pure line model is the most limiting.

Why Other Options Are Wrong:

• Rigid structure: true but incomplete alone.
• Extraordinary delay in communications: true but not the only issue.
• Top-level overwork: true but only part of the picture.
• None of these: incorrect because all issues apply.

Common Pitfalls:
Assuming that the simplicity of line organisation outweighs its coordination costs on complex projects; ignoring the need for specialist staff inputs in safety, quality, and planning.

Final Answer:
all the above.