Home
Bertrand Duperrin's Library tagged → View Popular, Search in Google
"Flatter organizations—those with fewer levels of management—encourage employees to take initiative without needing approval from multiple managers. “Instead of “shifting the responsibility” up the management ladder, flat structures empower employees to take charge, help make decisions and feel responsible for the company’s success,” said Dana Griffin, from Demand Media. In order for this model to succeed, flat structures requires a fully competent staff with likeminded interest in the success of the company."
-
“Our challenge is how do we change the hierarchy so it isn’t one of the top three reasons people leave?” Being from the financial industry, a heavily regulated industry where risk departments often say ‘no,’ “You have young people coming in and saying I don’t really conform to that sort of style of organization,”
- 2 more annotation(s)...
-
"Finding structural efficiencies by expanding spans of control has become a necessity in the current economic climate. However, the i4cp study shows that flattening organizational structure doesn't necessarily result in a competitive advantage. While there are advantages, organizational restructuring may lead to greater stress, disengagement and burnout among middle managers."
-
Over 35% of managers in large companies already have 11 to 25 employees reporting to them, and 75% of companies expect those numbers to rise or remain the same in the future.
-
Middle managers are often the hardest hit since expanding spans of control at multiple levels of the organization exponentially enlarges the number of people they are both directly and indirectly accountable for managing. Middle managers, the key players for successful strategy execution, "report dramatically lower levels of contentment than their more senior colleagues do, as well as less of a desire to stay with their current employers," according to a 2009 McKinsey report.
Take the case of French company FAVI, an autoparts supplier manufacturing copper alloy components. CEO Jean-Francois Zobrist eliminated the personnel department immediately upon taking the helm of the company in 1983. But that wasn’t all he got rid of. Says Zobrist: “I came in the day after I became CEO, and gathered the people. I told them tomorrow when you come to work, you do not work for me or for a boss. You work for your customer. I don’t pay you. They do. Every customer has its own factory now. You do what is needed for the customer.” And with that single stroke, he eliminated the central control: personnel, product development, purchasing…all gone.
Selected Tags
Related Tags
Top Contributors
Diigo is about better ways to research, share and collaborate on information. Learn more »
Join Diigo