82,974
edits
Amwelladmin (talk | contribs) (Created page with "{{a|design|}}Because we can see the formal structures easily we tend to imbue them with significance, and assume the static connections between the formal structures are what...") Tags: Mobile edit Mobile web edit |
Amwelladmin (talk | contribs) No edit summary |
||
Line 39: | Line 39: | ||
So to understand a business one needs not understand its formal structure, but its ''informal'' structure: not the roles but the people who fill them: who are the key people whom others go to to help get things done; to break through logjams, to ensure the management is on side? These lines will not show up in any organisational structure. They are not what {{author|James C. Scott}} would describe as legible. They are hard to see: they are the beaten tracks through the jungle: the neural pathways that light up when the machine is thinking. They show up in email traffic, phone records, swipecode data. | So to understand a business one needs not understand its formal structure, but its ''informal'' structure: not the roles but the people who fill them: who are the key people whom others go to to help get things done; to break through logjams, to ensure the management is on side? These lines will not show up in any organisational structure. They are not what {{author|James C. Scott}} would describe as legible. They are hard to see: they are the beaten tracks through the jungle: the neural pathways that light up when the machine is thinking. They show up in email traffic, phone records, swipecode data. | ||
{{sa}} | |||
*[[Line management]] | |||
*[[Reduction in force]] | |||
*[[Dotted line]] | |||
{{ref}} |