Get a Perspective

The Story So Far

This Framework applies directly to all organizations that produce tangible goods and services. However, it is relevant to all bodies, regardless of their output, insofar as all are compelled to do the ordinary work of engaging with tangible realities.

The organisation-QH2 of concrete activities to produce tangible goods was summarized at the outset and then explained via:

  • a social account of levels of work-responsibility with examples of tasks, roles and social bodies;
  • clarification of progressive contexts of concern for the basics within organizations—mission pursuit, resource handling, information use;
  • the principle that line-management should link work effectively from level to level;
  • the psychological component corresponding to work-levels: personal capability.

Perspective on Paradoxes

Many paradoxes used to justify structuring (or tinkering with structural principles), disappear when viewed in terms of the work-levels framework.

Additional Perspectives

The notion of levels of work has achieved considerable recognition, although general acceptance and deep understanding is yet to come. The commonest issues and reactions have been covered, but now it is time to consider essential perspectives.

  • Objectors commonly claim that application is impossible or too hard because the 'theory' does not fit reality. It is true that compromises are often necessary, but the framework helps you avoid arrangements that will surely fail.
  • Purpose is fundamental because organizations are creatures of purpose and so is all work. See how the Levels of Purpose Framework relates to levels of work.
  • Power is a pervasive preoccupation: both to get things done and in terms of personal and group interests. See how different preoccupations split the management hierarchy.
  • Quantity and Quality:  This inherent tension affects the group's socio-emotional states and demands for leadership. See this play out level by level.
  • Design of structures requires conscious appreciation of the levels and the nature of line management. See how arrangements go wrong.
  • Formulation of levels can draw on the basic account, the above additional perspectives, and the wider literature. Review the alternatives.

Originally posted: 8-Feb-2014. Last updated: 9-Feb-2014