Horizontal Job Specialization Organizational process whereby a single management function, such as recruiting, is divided among one or more

subordinates; also known as functional management. Horizontal specialization usually occurs because growth in an organization requires additional management coordination and control.

Vertical Job Specialization Vertical job specialization separates the performance of the work from the administration of it. Teaching offers a good example. Students who use workbooks or copy their lectures word for word have rather vertically specialized workthey simply carry out the activity. In contrast, when the students do projects, they assume control of much of the decision making in their worktheir "jobs" become vertically enlarged, and they shift from passive responders to active participants. In the case of the pie filler his job was highly specialized in the vertical (as well as the horizontal) dimension. Alternatively, were he told to bake a pie to sell for $1.50 or, better still, had he owned a bakery and decided for himself what to bake and at what price, he could have been described as having a vertically enlarged job. Organizations specialize jobs in the vertical dimension in the belief that a different perspective is required to determine how the work should be done. In particular, when a job is highly specialized in the horizontal dimension, the worker's perspective is narrowed, making it difficult for him to relate his work to that of others. So control of the work is often passed to a manager with the overview necessary to coordinate the work by direct supervision or to an analyst who can do so by standardization. Thus, jobs must often be specialized vertically because they are specialized horizontally. But not always, as we shall soon see.