Template:M intro design org chart: Difference between revisions

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Bureaucrats, Interface administrators, Administrators

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 The [[org chart|organisation chart]] places every soul in the firm in a logical, hierarchical relation to everyone else, each one’s licence and professional life force ultimately emanating from the splayed fingers of the [[chief executive officer]]. This sacred schematic implies that its spidery lattice of supply-lines, command-chains and communication channels are the ones in the organisation that ''matter''.
-The JC has a contrarian view: these are the communication lines that matter ''least''. These are the architecturally planned walkways: what matters are the [[desire path]]s
+The JC has a contrarian view: these are the structural features and communication lines that matter ''least'' to the organisation. These are the centrally-planned architectural walkways no-one really wants. They are not (except by accident) [[desire path]]s: they do not take people where they need to  go. They scarcely resemble the organic shape the organisation takes when under full sail.
 ===What you see is all there is===
-Management focuses on its [[formal]] structure, made flesh in reporting lines, because ''that is what it sees''. Reporting lines are “[[legible]]”. Measurable. [[Audit|Auditable]]. You can count and optimise [[spans and layers]].
+Management is obliged to focuse on its [[formal]] structure, made flesh in reporting lines, because ''that is all it sees''. Reporting lines are “[[legible]]”. Measurable. [[Audit|Auditable]]. You can count and optimise the [[spans and layers]], and attribute to them the profits and losses of the organisation even if, in practice, they don’t map awfully well.
-But reporting lines are the most sclerotic, rusty and ''resented'' communication channels in the organisation. They are the “keep off the grass” signs; vain attempts to coerce inferior modes of communication over better ones, for if they really were the best lines of communication, you wouldn’t ''need'' to formalise them. They would just ''happen''.
+And these reporting lines are the most sclerotic, rusty and ''resented'' communication channels in the organisation. They are the “keep off the grass” signs; vain attempts to coerce inferior modes of communication over better ones, for if they really were the best lines of communication, you wouldn’t ''need'' to formalise them. They would just ''happen''.
-But they don’t.
+Since they don’t, management exhorts [[line manager]]s to meet weekly with their directs and obliges to them to populate standing agendas to furnish [[management information and statistics]].
-[[Line manager]]<nowiki/>s are, by their own management, ''exhorted'' to have weekly meetings with directs; ''obliged'' to populate standing agendas; ''made'' to produce [[Management information and statistics|MIS]].
 Why? ''Because they wouldn’t do it otherwise, and no-one would miss it''.