Hierarchical Structures Have Pluses and Minuses Show
Are you interested in knowing more about the chain of command at your workplace? "Chain of command" describes the way in which organizations, including the military, religious institutions, corporations, government entities, and universities, traditionally structure their reporting relationships. Reporting relationships refers to an organizational structure in which every employee is placed somewhere on an organizational chart. The employees report to the employee who is listed above them on the organizational chart. When every employee reports to one other employee, decisions and communication are tightly controlled and they flow down the chain of command throughout the organization. This is an intentional, traditional structure for the chain of command in organizations that want to tightly control the dissemination of information and the allocation of power and control. Historically, this was the preferred structure for an organization. Traditional Chain of CommandIn the traditional chain of command, if you look at relationships pictorially presented on an organizational chart, the president or CEO is the top employee in the chain of command. This person's directly reporting staff members would occupy the second line of the chart, and so forth down through the reporting relationships in an organization. At each level of the organization moving down the chain of command, the power to make meaningful decisions is diminished. This hierarchical method for organizing information flow, decision making, power, and authority, assumes that each level of the organization is subordinate to the level to which it reports. Terminology like a "subordinate" to refer to reporting employees and "superior" to refer to employees others report to, such as managers, is part of traditional hierarchical language and thinking. These terms are increasingly not being used as much, as a move to more egalitarian workplaces is the norm. Undoubtedly, the current focus in organizations on diversity and, especially, inclusion, will accelerate this trend. Command and control are intrinsic in the chain of command within organizations. The further up the chain of command your job is located, the more power, authority, and usually responsibility and accountability you have. Larger organizations are more prone to using this model Traditional hierarchical structures have plus.es and minuses about how they work in organizations. Chain of Command Positives
Chain of Command Challenges
The hierarchical order may still exist for ease of organization and reporting relationships, as laid out in a chain of command on an organizational chart. But, the lines and the former rigidity are now blurred. In the past, if an employee circumvented his or her boss in favor of talking with the boss's boss, the employee received clear communication that the chain of command was in place for a purpose. While organizations still retain some of its vestiges, the chain of command is much more difficult to enforce when information is so freely circulating and communication is so easy with any member of the organization. The span of control of an individual manager has also become broader, with more reporting employees than in the past. This makes the enforcement of the chain of command more difficult. This change forces the manager to allow more autonomy. Technology has blurred the hierarchy further since information is available all of the time to any employee. Many organizations are experiencing the value of decentralized decision making. Position PowerWithin the concept of the chain of command, position power still plays a role in organizations. It's a by-product of the traditional hierarchical organization. For example, a quality department supervisor at a small manufacturing company asked to become the quality director in her company. Her stated reason for the change in title was that, if she was a director, people would have to listen to her and do what she wants. This is a young supervisor, who is still learning how to accomplish work through other people, but her perception that a bigger title would solve her problems was an example of the traditional chain of command thinking. In another example, a new employee was asked to send out a note with a question and a deadline to the director and VP-level managers in her organization. The request sparked an hour of work over a simple note because it was going to "the biggest, most important people in the company." What the Future HoldsModern management science is exploring other options for organization and customer service delivery in this brave new world. Team-based structures are replacing the traditional hierarchical approach to organizational structure and management. The span of control is increasing so managers have more reporting employees thus decreasing their ability to micromanage decision processes. The future holds out hope for innovative organizational structures that better serve the needs of employees, organizations, and the marketplace. The rise in popularity of telework and the ongoing trend to employ remote employees and enable worker flexibility, a specific desire for millennial employees (and Gen Z), further escalates the need for better management structures. After all, these employees are doing work that you cannot see them doing. The Bottom LineBut hierarchical thinking, a chain of command, and attributing power to position and titles all still exist—despite the increasing evidence that they are less functional in today's workplaces. What are the levels of hierarchy called?The three-level hierarchy shows us how the organizational structure is divided into three main groups: upper, middle, and lower levels. Authority and responsibility flow from top to bottom.
What is a workplace hierarchy called?An organizational structure is a system or hierarchy that outlines the manner in which certain activities are directed to employees in order to achieve the goals of an organization.
What is the highest level of hierarchy?Answer and Explanation: The highest level of Maslow's Hierarchy of Needs is "self-actualization." After all other needs are met including physiological, safety, love and belonging, and esteem, we are free to focus on the pinnacle of human needs.
What are the 3 types of hierarchy?3 levels of management in organizational hierarchy; (1) Top-level, (2) middle-level, and (3) lower level. Top-level managers are responsible for setting organizational goals.
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