Obviously part of the box is determined by official limits set out in job descriptions, hierarchical arrangements, and formal work rules.

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In a nutshell, the problems were efficiency and scale, and the solution was bureaucracy, with its hierarchical structure, cascading goals, precise role definitions, and elaborate rules and procedures.

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Re-contracting relationship ground rules is necessary, because in the aftermath of a promotion social and hierarchical relationship dynamics will inevitably shift.

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The firm will remain as a hierarchical bureaucracy, with the managers acting as controllers of individuals, work being coordinated by plans, rules and reports, the key value being efficiency and communications top-down.

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