On Wednesday I described the strata theory of organizational structure. In summary, the workof an organization (e.g., build a plane) can be categorized by it’s type, e.g., level 1,2,3 ……… and so on.
The type of work at each level generally goes from long complex tasks requiring a lot of earned power to short simple tasks (i.e., level 1) based on granted power.
My earlier posts describes this in a little more detail. Today I will focus on how the model can help identify problem areas, ultimately leading to resolution. (hopefully)
Comprehension
When direct reports are doing the same kind of work, that is they are both level 3 for example, conflicts quickly arise. Intuitively you can imagime the angst and confusion when the boss is doing what you have been assigned ( often by the boss).
Terms like micro managing or constructive dismissal can be applied to this scenario. To solve, study the work done in your organization, based on the length and complexity of the tasks, ensure direct reports are not working at the same level.
Gaps
When someone doing level 2 type work is reporting to a boss doing level 4 work, things can be missed. Gaps in the work flow , not unexpectedly, create challenges at the lower level of work.
Working Across Multiple Levels
For me, this is both the most common and frustrating. In this case the resource at (for example) level three sets the direction and goals assigning them to people who work at level 1 & 2.
Unfortunately they then go and proceed to do the work. That is the senior manager assigns projects aligned to the strategies and then goes and runs the projects alongside those assigned to do this type of work?
The project managers accountable for the work become quickly disaffected and impotent. Most often, ultimately, they leave the organization.
