http://www.theappgap.com/netage-orgscope-%e2%80%93-understanding-the-real-structure-within-your-organization.html Apps, Strategies, and Best Practices for Web-based work Wed, 25 Jan 2012 16:56:14 +0000 http://wordpress.org/?v=2.9.2 hourly 1 http://www.theappgap.com/netage-orgscope-%e2%80%93-understanding-the-real-structure-within-your-organization.html/comment-page-1#comment-17808 Daily Links for October 27th | Akkam's Razor Tue, 28 Oct 2008 09:00:11 +0000 http://www.theappgap.com/netage-orgscope-%e2%80%93-understanding-the-real-structure-within-your-organization.html#comment-17808 [...] The AppGap » » NetAge OrgScope – Understanding the Real Structure within Your Orga... - Through this kind of mapping, organizations can “see” things they otherwise couldn’t. In the case of the energy company, they discovered that their organization was not in the expected pyramid shape but rather a diamond. Instead of most of the jobs being at the bottom, most were in the middle. Instead of there being a relatively even distribution of management span, it turned out most managers (about 80%) had only a few people reporting to them while about 20% had a relatively huge number reporting to them, in one case, 38 people. And, to the surprise of senior executives, most of these high-reporting-span managers were five or six levels down in the organization, out of sight for the people at the top. [...] [...] The AppGap » » NetAge OrgScope – Understanding the Real Structure within Your Orga… – Through this kind of mapping, organizations can “see” things they otherwise couldn’t. In the case of the energy company, they discovered that their organization was not in the expected pyramid shape but rather a diamond. Instead of most of the jobs being at the bottom, most were in the middle. Instead of there being a relatively even distribution of management span, it turned out most managers (about 80%) had only a few people reporting to them while about 20% had a relatively huge number reporting to them, in one case, 38 people. And, to the surprise of senior executives, most of these high-reporting-span managers were five or six levels down in the organization, out of sight for the people at the top. [...]

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