The Peter Principle on Wikipedia
Ierarxiyadagi odamlar odatda o'zlarining "qobiliyatsizlik darajasi" ga ko'tarilishadi.
Laurence J. Peter
Lorens J. Piter tomonidan ishlab chiqilgan boshqaruv kontseptsiyasi, Piter printsipi, o'z ishlarida yaxshi bo'lgan odamlar, ular endi muvaffaqiyatga erisha olmaydigan darajaga (ularning "qobiliyatsizlik darajasi") yetguncha ko'tarilishini kuzatadi. Ayni paytda, ular kattaroq bo'lganligi sababli, ular tashkilotdan chetlatilish ehtimoli kamroq (agar ular juda yomon ishlamasa) va o'zlarining ichki ko'nikmalariga ega bo'lmagan rolda yashashda davom etadilar, chunki ularni yaratgan asl qobiliyatlari Muvaffaqiyatli bo'lish ularning yangi ishlari uchun zarur bo'lgan ko'nikmalar emas.
Bu muhandislar uchun alohida qiziqish uyg'otadi - ular dastlab chuqur texnik rollarda boshlanadi, lekin ko'pincha boshqa muhandislarni boshqarishga olib keladigan martaba yo'liga ega - bu mutlaqo boshqacha mahorat to'plamini talab qiladi.
Shuningdek qarang:
The Peter Principle on Wikipedia
People in a hierarchy tend to rise to their "level of incompetence".
Laurence J. Peter
A management concept developed by Laurence J. Peter, the Peter Principle observes that people who are good at their jobs are promoted, until they reach a level where they are no longer successful (their "level of incompetence"). At this point, as they are more senior, they are less likely to be removed from the organisation (unless they perform spectacularly badly) and will continue to reside in a role which they have few intrinsic skills at, as their original skills which made them successful are not necessarily the skills required for their new jobs.
This is of particular interest to engineers - who initially start out in deeply technical roles, but often have a career path which leads to managing other engineers - which requires a fundamentally different skill set.
See Also:
O'zbekcha
English