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Peter Principle

Peter Principle

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Published by: Geoff_Boulton_7933 on Mar 15, 2010
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Peter Principle
From Wikipedia, the free encyclopedia
The
Peter Principle
is the principle that "In a Hierarchy Every Employee Tends toRise to His Level of Incompetence." It was formulated by Dr. Laurence J. Peter and Raymond Hull in their 1969 book 
The Peter Principle 
, a humorous treatise (
traktat
)which also introduced the "salutary (
 pożyteczny, zbawienny, pouczający
) science of Hierarchiology", "inadvertently (
nieumyślnie
) founded" by Peter. It holds that in ahierarchy, members are promoted so long as they work competently. Sooner or laterthey are promoted to a position at which they are no longer competent (their "levelof incompetence"), and there they remain, being unable to earn further promotions.This principle can be modeled and has theoretical validity. Peter's Corollary(
następstwo
) states that "in time, every post tends to be occupied by an employeewho is incompetent to carry out his duties" and adds that "work is accomplished bythose employees who have not yet reached their level of incompetence".
 
Overview
The Peter Principle is a special case of a ubiquitous observation: anything that workswill be used in progressively more challenging applications until it fails. This is"The Generalized Peter Principle." It was observed by Dr. William R. Corcoran inhis work on Corrective Action Programs at nuclear power plants. He observed itapplied to hardware; e.g., vacuum cleaners and administrative devices such as the"Safety Evaluations" used for managing change. There is much temptation to usewhat has worked before, even when it may exceed its effective scope. Dr. Peterobserved this about humans.In an organizational structure, the Peter Principle's practical application allowsassessment of the potential of an employee for a promotion based on performance inthe current job; i.e., members of a hierarchical organization eventually are promoted to their highest level of competence, after which further promotion raises them toincompetence. That level is the employee's "level of incompetence" where the
 
employee has no chance of further promotion, thus reaching his career's ceiling in anorganization.The employee's incompetence is not necessarily exposed as a result of the higher-ranking position being more difficult — simply, that job is different from the job inwhich the employee previously excelled, and thus requires different work skills,which the employee may not possess. For example, a factory worker's excellence inhis job can earn him promotion to manager, at which point the skills that earned himhis promotion no longer apply to his job.Thus, "work is accomplished by those employees who have not yet reached theirlevel of incompetence."
 
Solutions
One way that organizations attempt to avoid this effect is to not promote a workeruntil he shows the skills and work habits needed to succeed at the next higher job.Thus, a worker is not promoted to managing others if he does not already displaymanagement abilities.
 
·
The first corollary is that employees who are dedicated to their current jobsshould not be promoted for their efforts for which they might, instead,receive a pay increase.
 
·
The second corollary is that employees might be promoted only after beingsufficiently trained to the new position. This places the burden of discoveringindividuals with poor managerial capabilities before (as opposed to after)they are promoted.Peter pointed out that a class system is more efficient at avoiding incompetence.Lower-level competent workers will not be promoted above their level of competence as the higher jobs are reserved for members of a higher class. "The prospect of starting near the top of the pyramid will attract to the hierarchy a groupof brilliant [higher class] employees who would never have come there at all if theyhad been forced to start at the bottom". Thus the hierarchies "are more efficient thanthose of a classless or egalitarian society".In a similar vein, some real-life organizations recognize that technical people may bevery valuable for their skills but poor managers, and so provide parallel career paths

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