谢谢大家。
Discuss the extent to which you agree or disagree with the opinion stated above. Support your views with reasons and/or examples from your own experience, observations, or reading.
Based on the assumption that a flat organizational structure encourages collegiality and cooperation among employees more than does a hierarchical one, the speaker draws the conclusion that business establishments should disregard the differences in the employees’ experience and expertise and, sequentially, remove the many ranks and salary grades that classify employees. I strongly disagree with this opinion for the following reasons.
First, even a ‘flat’ structure, under certain circumstances, creates a hospitable environment for communication and cooperation, one cannot generalize that all businesses should adopt the same organizational culture. How to organize a corporation, either in a multilayered hierarchy or in a flat structure, should be determined by the degree to which the structure is adapted to the task to be performed, and the nature of the environment in which the organization operates. For example, in the 1960s a large aerospace company Northrop prided itself on its egalitarian structure. There were few levels and few rules throughout its production units; the selection and promotion system even encouraged hiring of relatives because it was believed to be easier to develop trusting relationship in a family atmosphere. But its headquarters organization in Los Angels seemed to violate this corporate culture by being multilayered and very rigid. Even the dining rooms had three levels, not to mention all kinds of rules about dress and demeanor and so on. The reason behind was that its primary customer was the Pentagon, and the military visitors to the company were used to a system in which status, dress codes, ranks, privilege and so on were all very well defined. In a nutshell, a ‘flat’ structure is not guaranteed to be feasible everywhere.
Second, I acknowledge that an over-complicated classification of the employees creates, to varying degrees, inharmoniousness and communication barriers, hence, a hostile environment for collegiality and cooperation among the big family. However, to simply dismiss the differences in terms of experience and expertise that exist inevitably among the employees goes against the objectivity that no two leaves are alike in the mighty universe. Generally speaking, different levels of experience and expertise mean different proportions of contribution to the business, which has every reason to be reflected in the different ranks and salary grades. Otherwise, those who are more experienced and better equipped with expertise, hence contribute more, couldn’t be differentiated, in the form of either promoted ranks or raised salaries, from those who are inferior in terms of experience, expertise and contribution. Consequently, the former would gradually nurse grievances and lose initiative – ‘Since my strength and contribution make no difference, why should I bother to endeavor more?’ By the same token, the latter would deem it completely unnecessary to accumulate experience and build up expertise – ‘I would be rewarded in the same way, why bother to improve myself?’ Thus, the whole organization would end up with a loss of momentum to generate more profits. No more profits, no more incentives, then no dynamics – a vicious circle were to come into being. In a nutshell, a ‘flat’ structure without necessary differentiation in ranks and salary grades tends to incur a flat morale and a flat business in the end.
To conclude, the opinion stated above is oversimplified. A ‘flat’ organizational structure possesses its advantages but is never universally applicable. Without sound competition mechanism, such structure would factually incur nothing but stagnation. No corporate or other businesses can afford to risk eliminating the ranks and salary grades, which are great incentives for development.
谢谢大家。
只好自己给自己一点面子引述insipir大虾的评论——例子太长
6分.
好文
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