|
qkg:contextText
|
These reasons for not charting organization structures are clearly unsound. Subordinate - superior relationships exist not because of charting but because of essential reporting relationships. As for a chart's creating a too comfortable feeling and causing a lack of drive on the part of those who have "arrived", these are matters of top leadership - of reorganizing whenever the enterprise environment demands, of developing a tradition of change, and of making subordinate managers continue to meet adequate and well-understood standards of performance. (en) |
