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{{a| | {{a|hr|}}It is a curious fact that the further up the multi-level marketing pyramid— sorry, I mean ''[[org chart]]'' — you go, and as the practical utility of [[line manager|line management]] dwindles to zero,<ref>An impassioned essay about that [[reduction in force|here]].</ref> so too increases your likelihood of having ''multiple'' line managers: usually one is designated the proper one, and the others simply “dotted” reporting lines, but organisations with a taste for the byzantine may introduce bimodal coverage matrices — say vertically, by division and horizontally, by region — meaning the same person can be reporting fully to two people at once, or even more if your management structure cannot be articulated in normal Euclidian geometry. | ||
And of course there is the old ''investment-bank-as | And of course there is the old ''investment-bank-as-the-cruel-jungle'' staple, the “[[co-heads]]” of a business,<ref>As the saying goes, “co-heads be no heads”. Amply borne out at Credit Suisse following [[Archegos]].</ref> where lucky staff get to report to a two-headed credit-claiming, responsibility-ducking hydra, rather than a single individual. | ||
In any case, having two managers is like running two diaries, or keeping two golden sources of the same data: a recipe for confusion, resentment, misunderstanding and, {{shitfan}}, ritualistic sacrifice upon a ravenstone. | In any case, having two managers is like running two diaries, or keeping two golden sources of the same data: a recipe for confusion, resentment, misunderstanding and, {{shitfan}}, ritualistic sacrifice upon a ravenstone. | ||
Latest revision as of 21:37, 22 November 2022
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The Human Resources military-industrial complex
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It is a curious fact that the further up the multi-level marketing pyramid— sorry, I mean org chart — you go, and as the practical utility of line management dwindles to zero,[1] so too increases your likelihood of having multiple line managers: usually one is designated the proper one, and the others simply “dotted” reporting lines, but organisations with a taste for the byzantine may introduce bimodal coverage matrices — say vertically, by division and horizontally, by region — meaning the same person can be reporting fully to two people at once, or even more if your management structure cannot be articulated in normal Euclidian geometry.
And of course there is the old investment-bank-as-the-cruel-jungle staple, the “co-heads” of a business,[2] where lucky staff get to report to a two-headed credit-claiming, responsibility-ducking hydra, rather than a single individual.
In any case, having two managers is like running two diaries, or keeping two golden sources of the same data: a recipe for confusion, resentment, misunderstanding and, quand l’ordure se frappe le ventilateur, ritualistic sacrifice upon a ravenstone.