Silo Mentality

Michael A. Diamond and Seth Allcorn

Chapter 3 in Private Selves in Public Organizations, 2009, pp 49-72 from Palgrave Macmillan

Abstract: Abstract Despite globalization and advancing communications technology, organizations of the twenty-first century still rely on time-tested forms of organizational structure that were perfected during the twentieth century. The most numerous of these organizational forms is the hierarchical organizational structure, where layer upon layer of positions are depicted in the familiar chart of organization. These organizational tables array positions downward from a single position containing the lion’s share of organizational power and authority to those with the least. The single position at the top of these charts, the chief executive officer (CEO) position, is understood to contain within it the ultimate responsibility for the organization’s performance and with this responsibility, ultimate decision-making power and final authority. It is also understood that as one descends the hierarchy, the amount of decision-making power and authority diminishes to the point where, near the bottom, employees may very well have no formal decision-making power or authority relative to even the smallest task that they perform.

Keywords: Chief Executive Officer; Organization Member; Public Organization; Workplace Culture; Organizational Participant (search for similar items in EconPapers)
Date: 2009
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-62009-4_4

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DOI: 10.1057/9780230620094_4

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