Template:M intro design org chart: Difference between revisions

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Take the org chart, which places every person in a firm in a logical, hierarchical relationship to everyone else, each one’s life force and licence ultimately emanating from the splayed fingers of the all-powerful [[CEO]]. The org chart implies that this spidery lattice of supply-lines, command-chains and communication channels are the ones that matter.  
Take the org chart, which places every person in a firm in a logical, hierarchical relationship to everyone else, each one’s life force and licence ultimately emanating from the splayed fingers of the all-powerful [[CEO]]. The org chart implies that this spidery lattice of supply-lines, command-chains and communication channels are the ones that matter.  
===Spans and layers===
There is much management theory around the relationship of “spans” and “layers”<ref>[https://www.google.com/search?q=spans+and+layers Let me google that for you].</ref> in the optimal organisation. There should be no more than 5 “layers” of management; a “span” of no more than 5 direct reports and so on. Why? ''To make performance appraisal easier''.
This, from [https://peoplepuzzles.co.uk/news/ive-got-too-many-direct-reports/#:~:text=Around%20five%20direct%20reports%20seems,really%20hold%20the%20business%20back People Puzzles], is pretty funny:
{{quote|'''How many is too many?''' <br>Around five direct reports seems to be the optimum number, according to Mark and Alison, although there are some scenarios where up to nine can work.<br>When it comes to the senior team in a company, however, too many people reporting directly to the owner manager can really hold the business back. Alison recalls working with someone who had 13 people reporting directly to her. “She had to do 13 [[Performance appraisal|appraisals]] at the end of every year!” she says. “It simply wasn’t an effective use of her time.”}}
''To wit'': a worldview in which ''the most significant thing you can do is manage, and the most significant part of management is [[performance appraisal]]. ''
''The theory'': look after the ''form'' and the ''substance'' will look after itself.  Look after the pounds and hope the pennies take care of themselves. But of ''course'' they will: that’s what pennies do: they need no licence from the boss for that.
''Counter-theory, therefore'': performance comes ''despite'' management, not ''because'' of it.


===What you see is all there is===
===What you see is all there is===
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