Organizational designation of jobs according to line-and-staff hierarchies delegate work in such a fashion that line management has a certain amount of control over his or her line personnel members, according to a line or chain of command, who then administer members of the staff. In a line-and-staff organization, "some positions are primary to the company's mission, whereas others are secondary-in the form of support and indirect contribution." (Knotts, 2003) A line position is "directly involved in the day-to-day operations of the organization, such as producing or selling a product or service," and line managers give instructions to line personnel, who then oversee staff members serving the organization by indirectly supporting line functions. Some staff management positions may exist, like an organizational legal counsel who is not directly part of the hierarchy of organizational functions.

             In an organizational structure with high administrative intensity, the advantage of having such a clear hierarchy is that decisions and day-to-day guidelines are conveyed in a manner that is clear and simple. "Examples of line organizations are small businesses in which the top manager, often the owner, is positioned at the top of the organizational structure and has clear "lines" of distinction between him and his subordinates." (Knotts, 2003) There is a clear chain of command with standard operating procedures, but this can also result in an organizational cultural class or state of abiding tension between the two bodies of line and staff personnel. In a larger organization, where line and staff members are often separated, this hostility can often become particularly acute.

             Categorize each of these products along all three dimensions of innovation: radical vs. incremental, technical vs. managerial, and product vs. process. (So your answer should consist of the product, followed by three adjectives.