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What Does It Mean to Move Toward a “Flatter” Structure?

In: Get Better at Flatter

Author

Listed:
  • Markus Reitzig

    (University of Vienna)

Abstract

This chapter is devoted to the question of what it takes to make flat structures work at all, before trying to make them the better alternative. Drawing on four corporate case examples (T-Systems, Reaktor, Wistia, Treehouse), it illustrates that flat structures can both succeed and fail. It raises the question of what explains failures in order to avoid them. Recalling that “flattening” means delayering hierarchical structures, it demonstrates that working without mid-level managers increases workloads for both employees and remaining managers. It argues that delayering can only work when remaining managers gain extra time by delegating decision-making rights efficiently to employees, and when employees feel compelled to use their new autonomy. It ends by asking where exactly managers can delegate to save time (Chap. 2 ), and why employees would be willing to take over the responsibility (Chap. 3 ).

Suggested Citation

  • Markus Reitzig, 2022. "What Does It Mean to Move Toward a “Flatter” Structure?," Springer Books, in: Get Better at Flatter, chapter 1, pages 3-18, Springer.
    • Handle: RePEc:spr:sprchp:978-3-030-89254-8_1
    DOI: 10.1007/978-3-030-89254-8_1
    as

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