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Central to the new model of organisation in the 1990s is a flatter structure, achieved by a reduction in the number of layers in the management hierarchy. Such a structure is becoming synonymous inpopular management theory with bureaucracy busting, fa...
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Central to the new model of organisation in the 1990s is a flatter structure, achieved by a reduction in the number of layers in the management hierarchy. Such a structure is becoming synonymous in popular management theory with bureaucracy busting, faster decision making, shorter communication paths, stimulating local innovation and a high involvement style of management. Despite their popular appeal, the fundamental claims made in the literature are largely unchallenged. Like many organisational design concepts, there is some confusion as to what delayering means in practice, how such a change should be implemented, and what support a shorter management hierarchy requires. What does flatter mean? The majority of organisations contemplating delayering anticipate cost savings via a reduction in overheads. For some, the achievement of such savings is the primary objective of their restructuring initiative. For others, a flatter structure is the route to freedom from bureaucracy, speedier communication and the development...
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