TY - JOUR
AU - Siegel, Jacob
AB -  THE literature on “tall” versus “flat” organization structures indicates a considerable amount of reliance on the merits of flat organizations. ( A flat organization structure is defined as one in which there are relatively few levels of supervision per a given organization size, whereas a tall organization structure contains relatively many levels of supervision per a given size.) Much of the often-voiced reliance on the advantages of flat organizations is based on Worthy’s (1950) article, “Organizational Structure and Employe Morale.” The basic contentions of Worthy and other advocates of flat structures are that such structures result in greater individual initiative and responsibility which in turn lead to improved attitudes toward the job. Worthy’s views are frequently cited despite the fact that he presented no empirical evidence to support his conclusions. Twelve years after the publication of Worthy’s article, Meltzer and Salter (1962) published a study that reported on job satisfactions of 704 physiologists (in non-academic, extremely small organizations) in relation to type of organization structure. Meltzer and Salter did not find any significant relationships between “tallness” and “flatness” and job satisfaction when size was controlled. Porter and Lawler (1964), studying the effects of “tall” or “flat” organizations on 
TI - Relationships of Tall and Flat Organization Structures to the Satisfactions of Foreign Managers
JF - Personnel Psychology
DO - 10.1111/j.1744-6570.1965.tb00293.x
DA - 1965-12-01
UR - https://www.deepdyve.com/lp/wiley/relationships-of-tall-and-flat-organization-structures-to-the-509Z7TKGbG
SP - 379
VL - 18
IS - 4
DP - DeepDyve
ER -