Peter's Principle.

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Kate Sidamonidze

Tata Bejanishvili

Natia Loladze

Tamuna Ghubianuri

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Peter's Principle

In a hierarchically structured administration, people tend to be promoted up to their level of incompetence. Thus, every position will eventually be occupied by someone who is not quite capable of doing the job.

This maxim was Peter's response to the universal question of "why things go wrong". The thing is that it is human nature to blame other people for their mistakes. So, I think we shouldn't be surprised that everybody immediately grasped the principle because everybody recognized that their own boss was an example of the principle in action.

Top-down organizations operate under the Peter Principle, which as we already mentioned, states that everyone within the organization rises to the level of his own incompetence. As long as someone is competent, he will continue to perform well and be promoted for it. However, there will come a time when he is no longer competent enough to be promoted for what he is doing, and he will inevitably remain in that position so that his incompetence can be blamed for all of the other incompetence that flows from the managers directly above him who were promoted in exactly the same way.
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In top-down organizations managers are focused on processes and regulations. They do not support their employees as much as they control them. Managers do the thinking, employees do the doing.

Finally, a company with a top-down structure is competitively disadvantaged in the long run. In order to stay in business and remain competitive, companies have to be, run smoother, be more cost effective, grasp innovation, build leaders, and be able to change quickly and be flexible above all else.

Careers were made and careers were shattered and destroyed as people reacted, and to our ...

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