Vertical Organization: A Case Study

Vertical
Vertically structured or "tall" companies have a chain of management, usually with a CEO at the top making decisions and then delegating authority to lower-level managers, according to AllBusiness.com. Horizontal, also called flat, companies have almost no middle managers--meaning that high-level managers handle day-to-day tasks and usually interact with customers and front-line employees personally. The vertical organization has a structure with power emanating from the top down. There's a well-defined chain of command with a vertical organization, and the person at the top of the organizational chart has the most power. Employees report to the person directly above them in the organizational structure. Each person is responsible

* An ability to focus effort on process effectiveness and efficiency.
* An increase in the confidence of customers and other interested parties as to the consistent performance of the organization.
* Transparency of operations within the organization.
* Lower costs and shorter cycle times through effective and efficient use of resources.
* Improved, consistent and predictable results.
* The identification of opportunities for focused and prioritized improvement initiatives.
* The encouragement and involvement of people, and the clarification of their responsibilities.
* The elimination of barriers between different functional units and the unification of their focus to the objectives of the organization.
* Improved management of process interfaces.
ELEMENT 2 –

2.4
The two job designs are job enrichment and job enlargement. The difference between job enrichment and job enlargement is quality and quantity. Job enrichment means improvement, or an increase with the help of upgrading and development, whereas job enlargement means to add more duties, and an increased workload. By job enrichment, an employee finds satisfaction in respect to their position and personal growth potential, whereas job enlargement refers to having additional duties and responsibilities in a current

The "transaction" usually involves the organization paying team members in return for their effort and compliance. The leader has a right to "punish" team members if their work doesn't meet an appropriate standard.
Skills and attributes:
 Self-awareness: Knowledge of your own values, passions, skills, strengths and weaknesses, an ability to admit and learn from mistakes and to seek information to fill knowledge gaps.
 Integrity: A strong sense of "what is right" and a demonstration of ethical practices that sets the tone for others. A commitment to teaching by example.
 Courage: The strength to act in accordance with your own values and the greater good despite pressures pushing you in other directions. The ability to put the cause before the desire to be popular. All skills should be include this type of leadership

Autocratic Leadership
Autocratic leadership is an extreme form of transactional leadership, where leaders have complete power over their people. Staff and team members have little opportunity to make suggestions, even if these would be in the team's or the organization's best