Different opinions are given on hierarchy and hyperarchy towards the superiority of an organization. There are those who favor hierarchy and those who support hyperarchy. Hierarchy supporters contend that this model empowers the mangers to optimally execute their roles and responsibilities through unity of command, distribution of power, and tasks and functional control. Hierarchy supporters argue that, this model empowers the mangers to optimally execute their roles and responsibilities through unity of command, distribution of power, and tasks and functional control. This attribute makes hierarchy a fundamental element in management models. Firms like DuPont, Standard Oil and General Motors has developed through hierarchy formats.
Conversely, hyperarch (who oppose hierarchy) proponents believe that hierarchy cannot handle current challenges emanating from digitalized infrastructures and information abundance. They note that, hierarchy with vertical designed structures slows information flow, erodes efficiency and mounts complexity of tasks. As a result, this group advocates for shared coordination within the organization through social networking or peer –to–peer structure – called Hyperarchy. Hyperarchy embraces self-organizing which promotes intrinsic motivation of workers and multiple path flow of information.