Читать книгу Reframing Organizations - Lee G. Bolman - Страница 82

New businesses typically begin as simple structures, with only two levels: the strategic apex and an operating level. Coordination is accomplished primarily through direct supervision and oversight, as in a small mom‐and‐pop operation. Mom or pop constantly monitor what is going on and exercise complete authority over daily operations. William Hewlett and David Packard began their business in a garage, as did Apple Computer's Steve Jobs and Steve Wozniak. Simple structure has the virtues of flexibility and adaptability. One or two people control the operation and can turn on a dime when needed. But virtues can become vices. Authorities can block as well as initiate change, and they can punish capriciously as well as reward handsomely. A boss too close to day‐to‐day operations is easily distracted by immediate problems, neglecting long‐range strategic issues. A notable exception was Panasonic founder Konosuke Matsushita, who promulgated his 250‐year plan for the future of the business when his young company still had less than 200 employees.