Delayering organisation structure

Authors

Nina Jacob, Indian Institute of Management Bangalore
V S Mahesh, University of Buckingham
N M Agrawal, Indian Institute of Management Bangalore

Document Type

Discussions (Round Table)

Abstract

Delayering as a tool for organisational re-structuring has been a concern of both theorists and practitioners for some years now, but analyses of the literature have been inconclusive with respect to its impact on actual performance. Delayering has been conceptualised as the process of removing specific levels from the existing hierarchy of an organisation. The result is a flattening of the organisation’s vertical boundaries, affecting such traditional structural manifestations of hierarchy as span of control, chain of command, and limits of authority.

Recommended Citation

Jacob, Nina; Mahesh, V S; and Agrawal, N M (1996) "Delayering organisation structure," IIMB Management Review: Vol. 8: Iss. 1, Article 4.
Available at: https://research.iimb.ac.in/imr/vol8/iss1/4

Publication Date

3-1-1996

First Page

73

Last Page

87