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Faizan
A true horizontal organization is not "ruled," it is "coordinated." These two concepts are radically different and center around the ideas of bureaucratic and non-bureaucratic rule. Vertical organizations are hierarchical and depend on bureaucratic and standardized means of control. Horizontal organizations are based on organizational culture and often work around a product or idea rather than set of specific functions or "offices."
Horizontality
A horizontal organization is based around the equality of its members and their specific groups within which they function. This kind of organization is non-bureaucratic because its functioning is non-standardized and there is no clear "pecking order" based around offices. Equality and trust are the basic cultural traits of this organization, but an important criticism of horizontality is the methods of coordinating the different parts. In general, organizational experts such as Richard Daft place much emphasis on culture in such organizations.
Culture
Horizontal and non-bureaucratic organizations are libertarian or anarchist in character. There is no power as coercion, but there is a legitimate and broadly accepted authority. This authority is often called "organizational culture." Without a strong culture that stresses equality, trust, loyalty and adaptability, no horizontal structure can exist or function. The main process of integrating a non-hierarchical organization, therefore, must be a strong culture within which new members are initiated. This requires long-term commitment and a strong "in group" mentality to work.
Management
Horizontality implies strong employee control over business. Many schemes for employee control have been floated over the decades. Ultimately, a non-bureaucratic organization is based on consensus and a basic freedom to argue and develop alternative ideas. Whenever some external discipline is necessary, it can either derive from peer pressure to "get things done" or, alternatively, from a management team that is elected by the workers or members. If there is a strong sense of control and a stress on "policies and procedures," then horizontality has failed, and bureaucracy has returned. Hence, without a strong "democratic" culture within the workplace, horizontality cannot work.
Product
It can be the case that a horizontal organization can function when designed according to product rather than function. In all cases, it is culture that integrates and coordinates the group. However, a focus around a specific product can serve as the basis of that culture. If a group of workers is hired to deal with all facets of a product's development, creation and distribution, then this serves as a material basis for horizontality. The product itself becomes the source of coordination. In this case, there is no differentiation among workers -- each has the right and is encouraged to weigh in on all aspects of the product and its life. Specialization does not disappear, but it is not considered synonymous with your work "turf." Again, culture is the focus. A product-centered horizontality must be integrated by the concept of openness -- no worker can consider her specialty "her turf." The object of coordination is the product at all levels of its creation.
Horizontality
A horizontal organization is based around the equality of its members and their specific groups within which they function. This kind of organization is non-bureaucratic because its functioning is non-standardized and there is no clear "pecking order" based around offices. Equality and trust are the basic cultural traits of this organization, but an important criticism of horizontality is the methods of coordinating the different parts. In general, organizational experts such as Richard Daft place much emphasis on culture in such organizations.
Culture
Horizontal and non-bureaucratic organizations are libertarian or anarchist in character. There is no power as coercion, but there is a legitimate and broadly accepted authority. This authority is often called "organizational culture." Without a strong culture that stresses equality, trust, loyalty and adaptability, no horizontal structure can exist or function. The main process of integrating a non-hierarchical organization, therefore, must be a strong culture within which new members are initiated. This requires long-term commitment and a strong "in group" mentality to work.
Management
Horizontality implies strong employee control over business. Many schemes for employee control have been floated over the decades. Ultimately, a non-bureaucratic organization is based on consensus and a basic freedom to argue and develop alternative ideas. Whenever some external discipline is necessary, it can either derive from peer pressure to "get things done" or, alternatively, from a management team that is elected by the workers or members. If there is a strong sense of control and a stress on "policies and procedures," then horizontality has failed, and bureaucracy has returned. Hence, without a strong "democratic" culture within the workplace, horizontality cannot work.
Product
It can be the case that a horizontal organization can function when designed according to product rather than function. In all cases, it is culture that integrates and coordinates the group. However, a focus around a specific product can serve as the basis of that culture. If a group of workers is hired to deal with all facets of a product's development, creation and distribution, then this serves as a material basis for horizontality. The product itself becomes the source of coordination. In this case, there is no differentiation among workers -- each has the right and is encouraged to weigh in on all aspects of the product and its life. Specialization does not disappear, but it is not considered synonymous with your work "turf." Again, culture is the focus. A product-centered horizontality must be integrated by the concept of openness -- no worker can consider her specialty "her turf." The object of coordination is the product at all levels of its creation.
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