The first case involves a consulting firm by the name of Conavia. Conavia, which is located in Vancouver, specializes in avionics and primarily functions as a tall mechanistic organization which deals specialization of skills. Stanley Jackson who is the senior Vice President for the Economics of Finance at Conavia performs his duties under the shadow of George Markov, who was the founder. Conavia uses a vertical method of management in which one person is in control of everyone else below. They employ 9 workers who directly report to Vice President Stanley Jackson. Furthermore, Conavia also incorporates a high degree of formalization in which strict rules dictate on what and how things are supposed to be done. This type of a recipe results in Conavia's employees having limited discretion over the way in which they carry out their responsibilities. Apart from having a vertical management structure, Conavia also uses a highly centralized system where the majority of decisions are made at the top by George George. The somewhat allows a degree of autonomy between the vice presidents, however very little. Due to the fact that the organization maintains a tall hierarchal system, the degree of complexity, is limited as superiors are always responsible for telling subordinates what to do.
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Since Conavia functions as a mechanistic organization with most of their decisions being made up top the movement of communication is definitely downward as it supports the superior-subordinate relationship. George makes all the decisions and tells him employees exactly what to do and how to do it. There is limited freedom of speech and autonomy available to the subordinates of the organization as they are placed at the bottom. This form of communication proved to be very ineffective to their organization. The majority of communication between upper management, lower management, and employees were through numerous faxes, various e-mails, and phone conversations.
