A typical university can be characterized as a hybrid organization with elements of both tall and flat structures. Tall structures "have many levels of authority relative to the organization's size" whereas "flat structures have few levels but wide spans of control" (Tall & Flat Organizations 2008, p. 1). Given that universities have a hierarchal structure in which top level administrators such as a president or chancellor sit at the apex of the structure followed by departmental and functional deans and other executives, the structure is both tall and flat in that deans and their equivalents in administrative departments have wide spans of control.
Further, a university tends to be a relatively centralized organization in which standardization may occur "on operations ranging from computer systems to networked resources, from employee policy and conduct to furniture layout and space allocation" (Centralization vs. Decentralization 2008, p. 1). Decisionmaking in universities is centralized for the most part with the administrative organ of the university functioning as the originator in the chain of command or the formal line of authority which enjoys subordinate relationships with divisions, departments, and functional units. Sometimes known as a scaler chain, the chain of command allows the creation of an organizational chart in which it is possible to "visualize the lines of authority and communication within an organizational structure" and to ensure "clear assignment of duties and responsibilities" (Chain of Command Principle 2008, p. 1).
Given that universities are centralized hybrid structures with a diversity of functions, a centralized source of authority with decisionmaking power is likely to be necessary. Schools take on bureaucratic forms while dividing work roles into departments that occasionally overlap. Many basic services (e.g., information technology, budgeting, hum
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