1.5 - About University

Mid-level leaderFrontline leaderSenior professionalJunior professionalFrontline nonprofessionalIn the range of 1 to 5 years.In the range of 6 months to 1year.In the range of 2 to 5 years.Up to 1 year.Up to a few weeks.Must understand and deal with all internal impacts and outsideimpacts in functional area.Must understand and deal with immediate internal impactsand outside impacts in functional area.Must understand and deal with all internal impacts and outsideimpacts in professional or specialty and functional area.Must understand and deal with the immediate impact oftheir work.Must understand and deal with the immediate impact oftheir work.In addition to considering the time-span and breadth perspectives of hierarchy, today’sorganizations also try to keep the number of management levels to a minimum (to keep theirhierarchies as flat as possible).H OW TO USE THIS LEADERSHIP TOOL“There is wisdom in the old proverb of the Roman law that a slave who has three masters is a free man. It is avery old principle of human relations that no one should be put into a conflict of loyalties—and having morethan one master creates such a conflict.”—Peter Drucker, “MANAGEMENT’S NEW PARADIGM,” FORBESYou may find using time span and breadth an intriguing alternative to the more traditional jobevaluation and description methods of linking compensation categories to jobs. Advantages ofusing the notions of time span and breadth include:✔✔✔✔They emphasize thinking longer-term and more broadly.They get around issues related to amount of turf and number of reports that have traditionallybeen troublesome in determining compensation levels.They lend legitimacy to employees who may have no reports and a small budget, yetare expected to think long-term and widely.They provide a way of thinking about leadership levels that transcends organizationalfunctions and disciplines.WEB WORKSHEETSuggested uses of the following matrix:1. The process of clarifying an optimal hierarchy is always iterative. Use the matrix providedearlier as a guide.2. Jot in the typical What? (results), by when (time spans), and the breadth of decisions.Then estimate the appropriate responsibility level. Note typical examples. These will behelpful in explaining how you arrived at a given responsibility level for each role.3. You will almost certainly need to rework this matrix a number of times before you getthe groupings clear.106 SECTION 4 TOOLS FOR DESIGNING PRODUCTIVE PROCESSES AND ORGANIZATIONS