Vertically-oriented implementation structures imply a traditional way of policy-making when it is developed within a single organizational structure. As a rule, policy decisions are made at the head office and disseminated according to the top-down approach. It can be described through the principle of vertically organized structure, which is a strict hierarchy with power emanating from the top to the bottom. With a chain of command well defined, decisions usually move from the top down through layer by layer, and stakeholders at the bottom have the least autonomy. The vertical structure is likely to be rigid, which might hamper the whole organization from accepting innovative concepts and trap it in outdated techniques. What’s more, because of multiple layers of powers, it will take more time to respond to a problem or implementing decisions.
Therefore, when it comes to policy implementation, the first condition to give rise to problems in vertically oriented structures is autocratic leadership. A top-down approach to the implementation of a policy does not give lower-level managers the authority to make decisions or change anything in the implemented policies after it has been enacted. The second condition that might impede the process is cognitive or knowledge-related. Before being disseminated, a policy should be well analyzed and developed to make success and not to affect the target group adversely, which requires a profound knowledge of the matter at the top level of an organizational chart. Hence, a hierarchal integration could ensure organizational conductivity, particularly in terms of policy implementation. Another condition to stonewall policy implementation is communication, which will be discussed further. In general, any vertically oriented organization represents a juggernaut characterized by delayed action. A structure with fewer actors would experience better cooperation and collaboration and have more chances for effective implementation.