Peter Principle
From Wikipedia, the free encyclopedia
The Peter Principle is a belief that in an organization where promotion is based on achievement, success, and merit, that organization's members will eventually be promoted beyond their level of ability.
The principle is commonly phrased, "employees tend to rise to their level of incompetence."
In more formal parlance, the effect could be stated as: employees tend to be given more authorityuntil they cannot continue to work competently. It was formulated by Dr. Laurence J. Peter andRaymond Hull in their 1969 book The Peter Principle, a humorous [1] treatise, which also introduced the "salutary science of hierarchiology."
The principle holds that in a hierarchy, members are promoted so long as they work competently. Eventually they are promoted to a position at which they are no longer competent (their "level of incompetence"), and there they remain, being unable to earn further promotions.
Peter's Corollary states that
"[i]n time, every post tends to be occupied by an employee who is incompetent to carry out its duties"
2] and adds that "work is accomplished by those employees who have not yet reached their level of incompetence."
"Managing upward" is the concept of a subordinate finding ways to subtly "manage" superiors in order to limit the damage that they end up doing...unquote.
From Wikipedia, the free encyclopedia
The Peter Principle is a belief that in an organization where promotion is based on achievement, success, and merit, that organization's members will eventually be promoted beyond their level of ability.
The principle is commonly phrased, "employees tend to rise to their level of incompetence."
In more formal parlance, the effect could be stated as: employees tend to be given more authorityuntil they cannot continue to work competently. It was formulated by Dr. Laurence J. Peter andRaymond Hull in their 1969 book The Peter Principle, a humorous [1] treatise, which also introduced the "salutary science of hierarchiology."
The principle holds that in a hierarchy, members are promoted so long as they work competently. Eventually they are promoted to a position at which they are no longer competent (their "level of incompetence"), and there they remain, being unable to earn further promotions.
Peter's Corollary states that
"[i]n time, every post tends to be occupied by an employee who is incompetent to carry out its duties"
2] and adds that "work is accomplished by those employees who have not yet reached their level of incompetence."
"Managing upward" is the concept of a subordinate finding ways to subtly "manage" superiors in order to limit the damage that they end up doing...unquote.
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