>> By DOUG ROBARCHEK
>> Columnist
>>
>> I f your office has not yet done any of the reengineering,
>> team-building or other restructuring that's so trendy, this item
>> is for you.
>>
>> If your office has done it, you probably don't buy the paper
>> anyway, because you're probably out of work.
>>
>> The old, bad office structures were based on ``top-down''
>> management. In these models, company executives said, ``OK, you
>> ordinary peons are going to do all the work, and here's exactly
>> how you're going to do it.''
>>
>> But many of the new, more enlightened office models are
>> ``bottom-up'' (or, as a wag in our office likes to call it,
>> ``bottoms-up,'' since this is the position employees are usually
>> asked to assume).
>>
>> In this model, the newly enlightened company executives say,
>> ``OK, in addition to doing all the work, you ordinary peons are
>> going to make all the decisions and run the company. And here's
>> exactly how you're going to do it.'' Many restructured offices
>> also undergo team-building. Under this revolutionary concept,
>> instead of working in, say, the sales department or the service
>> department, you work on the Busy Beavers team or the Hopeless
>> Dead-End Careers team. Instead of having a department head, as
>> you did under the old, evil system, you have a team leader
>> (almost certainly the old department head).
>>
>> You also may have an opportunity to move desks randomly around
>> the office. The advantages of these changes are obvious.
>>
>> So the next time some malcontent says, ``Too bad we make $7 an
>> hour and the company CEO gets $82 million and mineral rights to
>> the planet Venus,'' you look him in the eye and say, ``Listen,
>> Mr. commie pinko, our CEO is the guy who reengineered this
>> company, so I happen to think he's worth the dough. And plenty
>> more, too.''
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