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08696_Field_TCGG T461.txt
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1996-04-10
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973b
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The first thing to be discovered was that pyramidal
organizational structures, with many layers of
supervision, and with functional division by specialty,
simply did not work. The communication chain between
top scientific or engineering leadership and work centres
was too long for either the scientific or managerial
message to be communicated. But in these research
organizations where work actually got done, when one
studied them he found that whatever the organization
chart prescribed, groups of researchers with different
competences as required by the problem in hand were
working together, cutting across organizational lines;
that they were establishing most of their own design
criteria for the work as well as their intended patterns of
association; that the patterns of their group association
at work followed the organization of their competences