The tall structure includes a hierarchy of many levels and with very small or narrow spans of control. It produces very close supervision and very careful control. Power is held at the top and is shared among a limited number of individuals (Griffin & Moorhead, 1995). Individuals on top are depended on for skill, initiative, and daring, and individuals at the bottom have very little say in decision making. Hanna and Wilson have noted that classical bureaucratic structures are typically very tall (1988).

The hierarchy of a flat structure has fewer levels than that of a tall structure and its power field is much broader. A flat structure tends to be rather loose in terms of control and supervision – more individuals report to a single supervisor, and each individual has more independence in decision-making.

Amongst discerning factors that separate what is flat and tall is the amount of communication that passes through an organisation. Hanna and Wilson established that in a tall structure, downward communication flows from the top toward the bottom in an expansive fashion, but upwar

With every nation applying universally sound business and management concepts that have been established throughout the years, what sets Japanese and American organisations ahead of the rest of the world? Franklin Jr. (1981, pp 36 - 39) established then, that “it can be safe to say that successful, highly productive organisations are a cultural phenomenon: they give form and expression to what motivates the people and groups that work in them”.

Some topics in this essay:
Franklin Jr, Hanna Wilson, Southeast Asian, Samsung Samsung, , Japanese America, Japan America, South Korean, Japanese Americans, McDaniel Samover, franklin jr, jr 1981, franklin jr 1981, tall structure, pp 36, 1981 pp 36, jr 1981 pp, 1981 pp, pp 36 �, organisational structures, hanna wilson, 36 � 39, span control, � 39, 36 �,