Eventoday中山大学商务沟通名师精编资料汇编.pdfVIP

Even today, just about every large organization remains hierarchical. The organizations of the knowledge economywhether loosely coupled, networked, or federalizedseem to be no more than modifications of the same basic design. The newflatter （扁平的）, faster organizations certainly reflect some important changes in the way business is done, but the basic blueprint is unchanged. Subordinates continue to report to superiors, much as they historically have done, at GE and IBM. Department heads report to division managers, who report to group VPs and so on. Hierarchy, it seems, may be intrinsic to our natures. 2 Hierarchy, of course, is not just an organizational construct. It is a phenomenon intrinsic to the complexity of the natural world. But hierarchy is more than nature ’ways of helping us to process complexity. Powerful psychological forces come into play. Hierarchies (等级森严的组织，等级制度 ) provide clear markers that let us know how far and fast we are climbing the ladder of success: Clerks can become department heads,corporals(下士 ) can move up to sergeants （中士）. Often those markers are symbolic, such as corner offices, enriched titles like assistant vice president, or employee of the month. Why do such seemingly trivial measures so often succeed? Perhaps because we want to be evaluated, and hierarchies offer us report cards (工作成绩表 ) in the respectable form of performance appraisals, salary increases, promotions, bonuses, and stock operations. We may grouse (complain) about unfair evaluations and meager (small, scant) raises, but most of us seem to want to see our grades. 3 Hierarchies give us more than these somewhat questionable measures of our worth; they give us an identity. Just think of how it feels to be out of a job