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Parkinson's LawParkinsons Law
Parkinsons Law (sometimes called Parkinson's Principle) has been found startlingly accurate, enough to merit its adoption into mainstream thinking. Indeed Parkinson's Law is so widely quoted that many do not realize its humorous intent (cf: the Peter Principle). Even if the law is only partially valid, there are major implications for the efficiency of organizations, management efficiency, and motivation of the workforce. ApplicationThe simple definition: "work expands to fill the time available" does not fully explore the concerns expressed in C. Northcote Parkinson's Book. An example is provided of two people writing a postcard. An elderly retired person may consume an entire day for this task: carefully choosing the card, contemplating the word choice, followed by a long, leisurely walk to the post office. A busy person will pick the first appropriate card, write it and mail it on the way home. Many other examples were given by Parkinson. One of his most alarming relates to bureaucracies. For example, most of the population assumes that a growing civil service reflects a growing workload. Parkinson believes otherwise and provides this argument: Civil servant A is overworked (this may be illusory or the result of reaching their level of incompetence). The worker has only a few options; he may leave, share his work with colleagues at the same level or appoint two juniors. It is important to note that he has to appoint two juniors. A single subordinate would very quickly assume almost equal status with A in their own minds as well as others and would therefore be a rival. This is also the reason against sharing the work with someone on the same level. So now, assuming A didn't leave, we have A and two subordinates B and C. Very soon either B or C will complain about being overworked and two more subordinates to them will be appointed. Another two will have to be appointed to keep the other original subordinate happy. Seven are now doing the work of one. All will be busy shuffling paperwork, holding meetings, and passing e-mails amongst themselves, correcting grammar, passing decisions down the line and back up again, and plotting or defending themselves from coworker backstabbing. Person A is now reduced to management, something he may not be happy with, in fact he may have had his level of incompetence enforced on him. Management's RoleIt is definitely worthwhile to consider the possibility that real world occurences of Parkinson's Law and the citing thereof by managers who wish to justify their Theory X management style and "aggressive goal setting" scheduling technique may simply be a manifestation of the Rosenthal Effect, or "Self-Fulfilling Prophecy". For example, say the manager was Peter Principle'd into their current management role, and is not particularly skilled at hiring, scheduling, or communicating. One of the repercussions of these inabilities might be work expanding to fill the time available with these "substandard staff" (justifying his role as their leader) and the only way to keep this effect in check would be active micromanagement (rather than self-improvement). C. Northcote Parkinson, Parkinson's Law or The Pursuit of Progress (London, 1958)
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