Peter Principle


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Peter Principle

the principle, formulated by the American management writer Laurence Peter (1919-90), that in organizations people are promoted to the level of their incompetence. Individuals rise through ORGANIZATION hierarchies because job vacancies continually arise and need to be filled. The criteria for promotion is successful performance in current and previous posts. But at some point individuals are promoted to posts which are beyond the range of their abilities. From then on their job performance is characterized by incompetence, and promotion will cease. Individuals thus come to stay in jobs which they cannot adequately perform. Hence the principle that ‘every employee tends to move to their level of incompetence’.

Every organization will contain a number of people in this situation. Indeed, in time ‘every post tends to be occupied by an employee who is incompetent’. Thus organizational performance will virtually always be at suboptimum levels. The Peter Principle is generally viewed as a perceptive and humorous insight into organizational processes rather than as a proposition worthy of empirical investigation.

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The post Dilma Rousseff and the Peter Principle appeared first on Cyprus Mail .
The Peter Principle still applies, but at least your boss' incompetence will have less of an impact on you.
Peter and writer Raymond Hull in their 1969 book, The Peter Principle , is basically the belief that in an organisation where promotion is based on achievement, success, and merit, employees will eventually be promoted to a post beyond their expertise and ability, and thus eventually rise to their level of incompetence.
Among their topics are empowering the reluctant new library manager, maintaining balance and relationships to lead without authority, when life and leadership collide, avoiding the Peter Principle, critical followship as an act of resilience for second-career librarians, and leadership betwixt and between.
In 2010, Pluchino and colleagues won an IgNobel prize for showing mathematically that organisations could avoid the spread of incompetence - or the Peter Principle - and become more efficient if they promoted people at random.
The Peter Principle is expressed in the following way: "In a hierarchy, all employees tend to ascend to their level of incompetence" (Peter, 1994).
This used to be called the Peter Principle, when someone was promoted way beyond their capabilities.
military commander in Afghanistan was a consequence of the Peter principle at work.
The Peter Principle is a flash of brilliance so profound that examples of it in practice instantly come to mind.
Then the Peter Principle promoted him to his "level of incompetence," the presidency.
The Peter Principle states that "In a Hierarchy Every Employee Tends to Rise to His Level of Incompetence.
Peter en su libro The Peter Principle, de 1969-- ha sido comprobado infinidad de veces.