18 Jun DO THE NUMBER OF LAYERS PLAY ANY ROLE IN HOW YOUR ORGANIZATIONS/DEPARTMENTS ARE MANAGED?
posted A strong, goal-driven structure is indicative of strong goal-driven leaders working behind the scenes. A strong structure covers six key elements (Yukl, 2013, p. 481-486); work specialization (division of labor), departmentalization (division of job), chain of command (division of authority), span of control (division of equality), centralization (division of formal authority), and decentralization (division of coordination). Leadership, in general, necessitates talents and skills to produces procedures influencing others to create, implement, and follow activities and relationships within a group or organization (Yukl, 2013, p. 2). The relationship required between structure and leadership must be based on a commitment to fulfill goals and become successful. The type of entity (service or product) determines the design the enterprise will choose to follow. Whichever way the unit decides to go, a strong foundation to build upon begins with talented, strong, and compassionate individuals
Professor Asked Class–organizations are made up of levels or layers–what do you think about the following from Tom Peters (1988)–he writes, “Peter Drucker…recommends seven layers as the maximum necessary for any organization. But that was in 1954, a more placid era. I insist on five layers as the maximum. Incidentally, that’s the numbers of layers which the Catholic Church makes do to oversee 800 million members. In fact, even the five-layer limit should apply only to very complex organizations such as mult-division firms. Three layers–supervisor, department head, and unit boss–should be tops for any single facility, such as a plant or operations or distribution center” (p. 430). Do you agree with this? Do the number of layers play any role in how your organizations/departments are managed? Peters, T. (1988). Thriving on chaos. New York, NY: Perennial Library.
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