The advantages of flat organization are as follows: due to fewer levels and fast information transmission, high-level organizations can find the problems reflected by information as soon as possible and take corresponding corrective measures in time; At the same time, due to the small number of layers of information transmission, the possibility of distortion in the transmission process is also small. In addition, a wider range of leadership makes it impossible for leaders to control their subordinates too much, which is conducive to the initiative and enthusiasm of subordinates. Its shortcomings are as follows: because the scope of leadership is too large, leaders can't give full and effective guidance and supervision to each subordinate; Each leader gets information from more subordinates, and a large amount of information may overwhelm the most important and valuable content, affecting the timely use of information, and so on.
Flattening can speed up information transmission and make decision-making faster and more efficient. At the same time, due to flattening, the cost of enterprises is lower. Similarly, due to flattening, the decentralization of enterprises has been implemented, and each middle-level manager has greater autonomy to make better decisions. However, when the productivity of enterprises develops to a certain extent, this kind of production relationship is hindered. First of all, it hinders the keen market awareness and more and more senior managers are tired of the core monument of life. The development of enterprises is seriously hindered and there is no corresponding flexibility, which leads to the continuous job-hopping of middle managers, the rapid expansion of management consulting institutions, the rapid expansion of advisory groups, and more and more unqualified middle managers, losing the advantages of the original enterprises, leading to the decline of enterprises.
Wide range but not deep understanding of the problem, not easy to manage.