It should carry names, job titles, headcount and reporting lines on both the Canadian and the U.S. side, not empty boxes labelled with departments. The chart is the document that most often decides whether the U.S. role is genuinely managerial, so it is worth building before the petition rather than during it.
The chart is evidence, not decoration
A strong chart answers three questions at a glance: who the transferee will supervise, whether those people are supervisory or professional employees, and who performs the day-to-day operational work if the transferee is not doing it. Hypothetical example: the plant manager of a prefabricated wall-panel operation is put forward for a Pennsylvania sister company and the petition includes a tidy diagram showing Production, Quality and Shipping as three boxes beneath his name, with no employees listed under any of them; the natural inference is that he will be running the machines himself, and the managerial claim weakens accordingly. Support the chart with payroll registers showing actual headcount, with position descriptions for the people beneath the transferee, and with a written statement of which decisions he takes without approval.
If the U.S. entity is genuinely small, consider whether the honest case is an essential-function manager, and evidence that function specifically, rather than claiming personnel management the numbers do not support.