Can Hierarchy Be Eliminated?
- Articles
- Submited: February 12, 2021
-
Published: January 30, 2021
Abstract
Hierarchy provides context for complex interpersonal relationshipand useful controlsinan organizational structure. There aremany inherent conflicts between organizational structure, theory, and designwhich require a level of order and guidance from senior management. Therefore, management-based control and monitoring systems,when implemented properly,assist in the decision-making process and increase organizational efficiency and effectiveness. Job descriptions,accountability reviews and promotion decisions should be based on the need to delineate decision-making authority and responsibility in a merit-based hierarchy.
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References
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19 Mueller, C., &Vogelsmeier, A. (2013). Effective delegation: Understanding responsibility, authority, and accountability. Journal of Nursing Regulation, 4(3), 20–27. https://doi.org/10.1016/S2155-8256(15)30126-5
20 Dalio, Ray. (2017). Principles: Life and work. Simon and Schuster.
21 Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Online readings in psychology and culture, 2(1), 2307-0919.
22 Hutchcroft, P. D. (2001). Centralization and decentralization in administration and politics: Assessing territorial dimensions of authority and power. Governance, 14(1), 23–53. https://doi.org/10.1111/0952-1895.00150
23 Shue V. (1994). State power and social organization in China. In J. S. Migdal, A. Kohli, & V. Shue (Eds.), State power and social forces: Domination and transformation in the Third World. Cambridge University Press.
24 Montinola, G., Qian, Y., &Weingast, B. R. (1995). Federalism, Chinese style: The political basis for economic success in China. World Politics, 48(1), 50–81. https://doi.org/10.1353/wp.1995.0003
25 Bittner, N. P., & Gravlin, G. (2009). Critical thinking, delegation, and missed care in nursing practice. Journal of Nursing Administration, 39(3), 142–146. https://doi.org/10.1097/NNA.0b013e31819894b7
26 Coulson-Thomas, C. J. (1997). The future of the organization: Selected knowledge management issues. Journal of Knowledge Management, 1(1), 15–26. https://doi.org/10.1108/13673279710800691
27 Kotter, J. P. (2014). Capturing the opportunities and avoiding the threats of rapid change. Leader to Leader, 2014(74), 32-37.
2 Jaques, E. (1991). A dissenting view: in praise of hierarchy. Harvard Business Review, Participative management. Boston: Harvard College, 57-63.
3 Fayol, H. (1918). Administration industrielle et générale (Vol. 2). Dunod et Pinat.
4 De Clercq, D., Dimov, D., &Thongpapanl, N. (2013). Organizational social capital, formalization, and internal knowledge sharing in entrepreneurial orientation formation. Entrepreneurship Theory and Practice, 37(3), 505–537. https://doi.org/10.1111/etap.12021
5 Hirst, P. H., & Peters, R. S. (Eds.). (2011). The logic of education (Vol. 16). Routledge.
6 Zitek EM, Tiedens LZ. The fluency of social hierarchy: The ease with which hierarchical relationships are seen, remembered, learned, and liked. Journal of Personality and Social Psychology. 2012;102(1):98–115. doi: 10.1037/a0025345
7 Peterson, J. B. (2018). 12 rules for life: An antidote to chaos. Random House Canada.
8 Otto, P. E., &Bolle, F. (2016). The advantage of hierarchy: Inducing responsibility and selecting ability? Journal of Behavioral and Experimental Economics, 65, 49–57. https://doi.org/10.1016/j.socec.2016.08.008
9 Weber, M. (2009). From Max Weber: Essays in sociology. Routledge.
10 Maguire, E. R. (2003). Organizational structure in American police agencies: Context, complexity, and control. SUNY Press.
11 Ghani, K. A., Jayabalan, V., &Sugumar, M. (2002). Impact of advanced manufacturing technology on organizational structure. The Journal of High Technology Management Research, 13(2), 157–175. https://doi.org/10.1016/S1047-8310(02)00051-2
12 Tannenbaum, R., & Schmidt, W. H. (1973). How to choose a leadership pattern. Harvard Business Review.
13 Johnson, D.W., & Johnson, F.P. (2012). Joining together – group theory and group skills (11th ed). Boston: Allyn and Bacon.
14 Pieterse, A. N., Hollenbeck, J. R., van Knippenberg, D., Spitzmüller, M., Dimotakis, N., Karam, E. P., &Sleesman, D. J. (2019). Hierarchical leadership versus self-management in teams: Goal orientation diversity as moderator of their relative effectiveness. The Leadership Quarterly, 30(6), Article 101343. https://doi.org/10.1016/j.leaqua.2019.101343
15 Klein, K. J., Ziegert, J. C., Knight, A. P., & Xiao, Y. (2006). Dynamic delegation: Shared, hierarchical, and deindividualized leadership in extreme action teams. Administrative Science Quarterly, 51(4), 590–621. https://doi.org/10.2189/asqu.51.4.590
16 Pearce, C. L., & Conger, J. A. (2002). Shared leadership: Reframing the hows and whys of leadership. Sage.
17 Bowerman, J. (2014), "Editorial", Leadership in Health Services, Vol. 27 No. 2. https://doi.org/10.1108/LHS-03-2014-0016
18 Mills, P. K., &Ungson, G. R. (2003). Reassessing the limits of structural empowerment: Organizational constitution and trust as controls. Academy of Management Review, 28(1), 143–153. https://doi.org/10.2307/30040694
19 Mueller, C., &Vogelsmeier, A. (2013). Effective delegation: Understanding responsibility, authority, and accountability. Journal of Nursing Regulation, 4(3), 20–27. https://doi.org/10.1016/S2155-8256(15)30126-5
20 Dalio, Ray. (2017). Principles: Life and work. Simon and Schuster.
21 Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Online readings in psychology and culture, 2(1), 2307-0919.
22 Hutchcroft, P. D. (2001). Centralization and decentralization in administration and politics: Assessing territorial dimensions of authority and power. Governance, 14(1), 23–53. https://doi.org/10.1111/0952-1895.00150
23 Shue V. (1994). State power and social organization in China. In J. S. Migdal, A. Kohli, & V. Shue (Eds.), State power and social forces: Domination and transformation in the Third World. Cambridge University Press.
24 Montinola, G., Qian, Y., &Weingast, B. R. (1995). Federalism, Chinese style: The political basis for economic success in China. World Politics, 48(1), 50–81. https://doi.org/10.1353/wp.1995.0003
25 Bittner, N. P., & Gravlin, G. (2009). Critical thinking, delegation, and missed care in nursing practice. Journal of Nursing Administration, 39(3), 142–146. https://doi.org/10.1097/NNA.0b013e31819894b7
26 Coulson-Thomas, C. J. (1997). The future of the organization: Selected knowledge management issues. Journal of Knowledge Management, 1(1), 15–26. https://doi.org/10.1108/13673279710800691
27 Kotter, J. P. (2014). Capturing the opportunities and avoiding the threats of rapid change. Leader to Leader, 2014(74), 32-37.
How to Cite
1.
Can Hierarchy Be Eliminated?. Journal of Research and Opinion [Internet]. 2021 Jan. 30 [cited 2024 Nov. 21];8(1):2836-42. Available from: https://researchopinion.in/index.php/jro/article/view/88
