单选题
Though not the ideal shape for a Christmas stocking, this slim little volume could nevertheless make a welcome seasonal gift. Launched in Britain at the end of October, and covering just under 100 pages, it is not much more than an extended essay. But it presents an interesting idea eloquently and clearly, offering digestible brain food in the middle of excessive turkey and television.
The author of Hierarchy Is Not the Only Way, Gerard Fairtlough, was a senior executive with Shell for many years before he left in 1980 to found a new biotechnology company called Celltech—recently bought by UCB, a Belgian group, for over $2 billion. He knows how businesses are run—both well-established organisations, such as Shell, in which it can be hard to see an alternative to the "way things are done around here", and new firms, where the founders" enthusiasm can evaporate if it has to be organized into an organogram.
The author"s thesis is that we are all addicted to hierarchy—partly because that is how we are hardwired, as are our simian cousins, but also because we do not realise there are other ways to run organisations. "The powerful status of hierarchy," writes Mr. Fairtlough, "makes us think the only alternative is disorganisation...we only compare hierarchy with anarchy or chaos."
There are, he says, two alternatives to hierarchy. One is heterarchy; the other, "responsible autonomy." Heterarchy is the form of structure commonly found in professional-service firms, the partnerships of accountants or lawyers in which key decisions are taken by all the partners jointly. With responsible autonomy "an individual or a group has autonomy to decide what to do, but is accountable for the outcome of the decision." "Accountability," says Mr. Fairtlough, "is what makes responsible autonomy different from anarchy."
The author says that hierarchy is so deeply rooted that it will take years before there is any significant change. But he perhaps gives too little credit to the many companies that have moved along the spectrum from hierarchy to responsible autonomy. BP, for example, a huge multinational, has managed to split authority into much smaller units in recent years and has reduced the staff in its headquarters. Toyota, likewise, evolved towards greater autonomy as it discovered that the only effective way to carry out its famous "just-in-time" system of stock control was by delegating responsibility for ordering stock to the person closest to the coal face. The fact that these are among the most successful companies in the world today strengthens Mr. Fairtlough"s case.
单选题
What is the idea presented in Fairtlough"s book?