Understanding the organisational hierarchy

Newspaper headline: Multiplex cinema theatre rewinds movie for minister and mayor who arrive late for a show.

Recently I witnessed our reverence to celebrities manifesting itself once again. The scene was the Bangalore airport and there was a melee at the security screening area due to the bunching of flights. Suddenly, there was a commotion and all of us saw a flying wedge of airline staff pushing their way through, elbowing people aside in their eagerness to please someone “important” who could obviously not join the hoi polloi queue. This person was a big cricketing star of yesteryear. Some of us protested and were told that VIPs could not be made to wait in a strong exchange of words.

We see a lot of such behaviour in corporate organisations as well. It works in two ways. Those in senior positions, through their actions and words, convey their need to be treated in this fashion and, more often than not, those who work with them go that extra mile in behaving in a servile manner. This is a vicious behaviour cycle that inexorably spirals downwards over a period of time and creates an army of spineless ‘Yes Men', reminding one of those dolls which keep nodding their heads when you touch them. Even more insidiously, such behaviour becomes part of the DNA so much so that healthy debates are frowned upon, with the consequent danger of a system that becomes isolated from realities. It also sets the standard of behaviour in the system and the ripple effect travels outwards, infecting everyone in its path. Invariably, those who do not conform with this code are isolated and cast aside.

It becomes imperative for those in senior positions to set the standards of behaviour that they expect from the others in the organisation. It is important to remain accessible to people but yet radiate that essential reserve which will ensure that boundaries are not crossed. It is crucial to make sure that everyone understands that there is a thin line that separates informality from indiscipline and that this line should not be breached.

Sometimes, this becomes difficult to achieve when bosses indulge in pseudo egalitarian behaviour. In essence, they are seemingly friendly and willing to meet the world on an equal footing, when they actually do not wish to behave in this fashion at all.

It is best if the rules of engagement are set out in a clear and explicit manner.

Equally importantly, others in the organisation must also play their part. If they believe that they are children of a lesser God and, thus, must pay homage at the altar of bigger Gods, they will continue to be treated in that fashion. In some ways, it becomes a self-perpetuating cycle of wish fulfilment. What is needed is to behave with due respect but not be unduly sycophantic.

Evidence of a friendly attitude from a senior person should not be construed as a license for presumptuous behaviour in a professional context. For example, all of us receive mails from colleagues who may have never seen us but who feel they can take the liberty to address us without the proper salutation or assume a familiarity that is not warranted.

Sometimes, this can lead to serious misunderstanding. As the communication channels multiply, such problems will become ever more acute. It becomes important to follow the etiquette associated with each type of communication and also be sensitive to the context.

Hierarchy is an important part of the framework that holds an organisation together. However, it cannot become the conduit for perpetuating paternalistic and position-driven behaviours and to encourage unhealthy relationships defined by ego and subservience. A higher position in the hierarchy clearly indicates more responsibility, more power and more accountability; but it does not mean a right to be overbearing and in extreme cases, to be dictatorial. Hierarchical lines must act like the roads on which increasingly complex transactions can pass through smoothly between different levels in the system.

Equally importantly, they must also serve to promote the professional development of individuals at all levels. This calls for an effective, interactive and mutually beneficial working relationship across the various levels of the hierarchy that is anchored on mutual respect.

The vertical lines in an organisational chart are clearly important to maintain discipline and order but they cannot become impenetrable barriers that inhibit the free flow of ideas and values. No one should be a child of a lesser God. In making this happen, the senior folks must show the way.

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