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n contrast, in the flat organization structure, decision making is centralized,

with the power often residing in the owner or founder. In flat organizations,

everyone does whatever needs to be done to complete business. For this reason,

flat organizations can respond quickly to dynamic, uncertain environments.

Entrepreneurial organizations often use this structure because they typically have

fewer employees, and even when they grow, they initially build on the premise

that everyone must do whatever is needed. To increase flexibility and innovation,

decision rights may not be clearly defined. As the work grows, new individuals are

added to the organization, and eventually a hierarchy is formed where divisions are

responsible for segments of the work processes. Many companies strive to keep

the ''entrepreneurial spirit,'' but in reality work gets done in much the same way as

with the hierarchy described previously. Flat organizations often use IS to off-load

certain routine work to avoid hiring additional workers. As a hierarchy develops,

the IS become the glue tying together parts of the organization that otherwise

would not communicate.

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