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{{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 | {{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 manageline 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--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. | 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. | ||