According to Parkinson's Law, the growth in the number of managers and hierarchical levels is controlled by two principles: (1) "A civil servant wants to multiply his subordinates, not his rivals" and (2 ) “Civil servants want to do more work for each other (Parkinson 14). Managers therefore build an empire, a high hierarchy. The larger the empire, the higher the manager's position in the organization. One of the main reasons managers create subordinates is to decrease workload. Even if their heavy workload is real or imagined, it is sometimes due to their own diminishing energy or aging. There are three possible solutions to this dilemma: the manager (1) can resign, (2) request a partner, or (3) request subordinates. If the leaders resign, they will lose their pension. If managers request a partner who is at the same level in the organization, then they will be competing for promotion to the next level. The only logical and beneficial solution for them is to seek help from subordinates, who will distribute the work among their subordinates. Then, the manager will be the only one to understand the work of his subordinate in its entirety. To create a visual: "Suppose a manager called A requests two subordinates called C and D. When C in turn complains about being overworked (as he certainly will) A goes, with C's agreement , advise the appointment of two assistants to help C. But he can then only avoid internal friction by advising the appointment of two additional assistants to help D, whose position is approximately the same. With this recruitment of E, F, G and H, the promotion of A is now practically assured (Parkinson 14). » The disadvantage of this solution is that the manager A...... middle of paper..... .e mental stress is always present and then it affects your personal life. This type of stress can ruin marriages as well as destroy relationships with your children if you let it take over your life. If there is no balance and your quality of life suffers, everything around you will collapse, including your work performance. Additionally, it can be difficult and often thankless work. You may have to deal with diverse personalities and often have to make do with limited resources. It can be difficult to motivate workers in the face of uncertainty and chaos. And managers can struggle to effectively blend the knowledge, skills, ambitions and experiences of a diverse group of employees. Finally, as a manager, success usually depends on the job performance of others. Works Cited Parkinson's Law Organizations and the Business Environment Management