In 2010, Diana trained as fashion designer and obtained the capital she needed to open her own fashion gallery, the Dianas Company. At the beginning, with the help of one additional person hired to be a graphic designer (Sara), Diana took turns fashion designer and textile designer. The venture was wildly successful as a result of combining nice colors, materials, and modern design. Right away Diana was overloaded. She worked from dawn to midnight to cope with all the jobs that needed to be done: buying, preparing, maintaining, taking in money, and figuring the accounts. It was soon clear that Diana and the graphic designer (Sara) they needed additional help. They hired assistant graphic designer (Alex), social media specialist (Zaina), and accountant (John) help to manage the cash flow. By the end of the first year, Diana Company was employing 11 people on a full time basis as the following: Three assistant graphic designers (Sara, Alex, and Ronald), two social media specialists (Randi, and Zaina), three accountants (John, Loma, and Adam), an administration officer (David), and two procurement officers (Rashid and Sandra). At the end of 2012 and due to extra demands on Dianas textiles and designs, Diana has doubled the workshop size to (500 square meters). Diana was using organic organizational design, and now she wants to move to mechanistic design, she will be the big boss of the company with her touches in design and procurement, with one condition; nobody should leave the company, and maximum two extra fresh employees can be hired.

Questions:

- Is this company considered as flat or tall organization?

- Give two examples on control, and authority?