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{{a|mgmt|}}The inevitable consequence of scale; when your organisation passes the fulcrum between ''arsehole'' risk and ''tedium'' risk. It is an [[event horizon]] from which there is no return; a kind of [[Schwarzschild radius of bureaucracy]]. The thing is you can always find and get rid of — or at least ''deal with'' — an arsehole: the more people in your organisation the easier it is to do. | {{a|mgmt|}}{{quote|“The people at Head Office are always frantically busy, drawing up reports and flow charts and making appointments to confer with one another. | ||
Recently a reshuffle of senior officials was announced, aimed at streamlining the headquarters operation. Four vice-presidents were replaced by eight vice-presidents and a co-ordinating assistant to the president. | |||
:— Dr Laurence J. Peter and Raymond Hull, {{br|The Peter Principle}}The inevitable consequence of scale; when your organisation passes the fulcrum between ''arsehole'' risk and ''tedium'' risk. It is an [[event horizon]] from which there is no return; a kind of [[Schwarzschild radius of bureaucracy]]. The thing is you can always find and get rid of — or at least ''deal with'' — an arsehole: the more people in your organisation the easier it is to do. | |||
But [[bureaucracy]] is a [[will to entropy]]; it is a point of flat, tepid equilibrium to which dead organisms converge. It is sticky. Once you have appointed a [[director of human resources]], you are stuck with an [[Human resources|HR department]] until the organisation dies: there is no personnel manager who will ever tell accept one it not needed; and it will can only grow: it will develop “competencies”: it will institute [[performance appraisal]] systems; create then outsource and manage talent acquisition and retention programmes; it will develop future leadership courses and will appoint itself as sole competence for [[environmental and social governance]] and [[diversity and inclusion]], to which the remainder of the organisation is thereafter accountable. | But [[bureaucracy]] is a [[will to entropy]]; it is a point of flat, tepid equilibrium to which dead organisms converge. It is sticky. Once you have appointed a [[director of human resources]], you are stuck with an [[Human resources|HR department]] until the organisation dies: there is no personnel manager who will ever tell accept one it not needed; and it will can only grow: it will develop “competencies”: it will institute [[performance appraisal]] systems; create then outsource and manage talent acquisition and retention programmes; it will develop future leadership courses and will appoint itself as sole competence for [[environmental and social governance]] and [[diversity and inclusion]], to which the remainder of the organisation is thereafter accountable. | ||