The employment system and the work environment shaped by it work together to create an effective style of corporate organization. According to organization development theory, there are two archetypes of organizational behaviour, mechanistic and organic (Kagono et al. 1985; 21-54). The mechanistic style of organization emphasizes bureaucratic dynamics, where great attention is paid to structure (division of labour and hierarchy of authority). Problems are solved by those at the top delegating responsibilities to those below, who continue the process of handing down duties that need to be performed. Characteristic of this style are the features related to the job itself (description, evaluation and compensation). Overlapping of tasks is discouraged; thus the tendency towards divisional structure (i.e. vertical control) is strong, and staffing is primarily specialist-oriented, where performance is closely tied to remuneration. Such an organizational style is superior in terms of efficiency: immediate results generated by the flow of authority.