As Jes ltd we have a Flat organizational structure.

The purpose of us having a flat management structure is to have as little hierarchy as possible. Hence employees are trained to make their own decisions. It also reduces or removes middle management so there are as few bureaucratic layers between the boss and the frontline employees as possible and decision are made and implemented swiftly.

This as well creates efficiency and things move faster because decisions move up and down a smaller chain of command.

Proposals and ideas that middle management might shoot down go straight to the boss. Therefore fewer the people who get to veto an idea, the better the chance of good ideas becoming reality.

Encourages innovation concurrently new products and services reach customers faster.

Problem solving is swift and effective, in this structure the most qualified person steps up and tackles it without worrying about formal authority.

With no hierarchy, there’s no risk of working under a toxic, bullying boss. If employees don’t like their colleagues, they can rearrange their work to deal with people they like better. Hence a more friendly and healthier environment.


This dimension deals with the fact that all individuals in societies are not equal – it expresses the attitude of the culture towards these inequalities amongst us. Power Distance is defined as the extent to which the less powerful members of institutions and organisations within a country expect and accept that power is distributed unequally.

With a score of 18/100 points, JUMBA ENGINEERING is at the very low end of this dimension compared to other companies. We are a Small Power Distance based company. At JES LTD we believe in independency, equal rights, accessible superiors and that management facilitates and empowers.
Power is decentralized and managers count on the experience of their team members. Respect among the employees in JES LTD is something, which you earn by proving your hands-on expertise. Workplaces have a very informal atmosphere with direct and involving communication and works on a first name basis. Employees expect to be consulted.


A high score (Masculine) on this dimension indicates that the organization will be driven by competition, achievement and success, with success being defined by the winner / best in field – a value system that starts in school and continues throughout organisational life.

A low score (Feminine) on the dimension means that the dominant values in society are caring for others and quality of life. A Feminine organization is one where quality of life is the sign of success and standing out from the crowd is not admirable. The fundamental issue here is what motivates people, wanting to be the best (Masculine) or liking what you do (Feminine).

JES LTD scores 16/100 on this dimension and is therefore considered a Feminine organisation. In Feminine organisations, it is important to keep the life/work balance and you make sure that all are included. An effective manager is supportive to his/her people, and decision making is achieved through involvement. Managers strive for consensus and people value equality, solidarity and quality in their working lives. Conflicts are resolved by compromise and negotiation and JES LTD is known for their long discussions until consensus has been reached. Incentives such as free time and flexible work hours and place are favoured.


The dimension Uncertainty Avoidance has to do with the way that an organisations deals with the fact that the future can never be known: should we try to control the future or just let it happen? This ambiguity brings with it anxiety and different cultures have learnt to deal with this anxiety in different ways. The extent to which the members of a culture feel threatened by ambiguous or unknown situations and have created beliefs and institutions that try to avoid these is reflected in the score on Uncertainty Avoidance.

JES LTD has a Strong Uncertainity Avoidance at 65/100. There is a strong preference for deductive rather than inductive approaches, be it in thinking, presenting or planning: the systematic overview has to be given in order to proceed. This is also reflected our employee bylaws system. Details are equally important to create certainty that a certain topic or project is well-thought-out. In combination with our low Power Distance, where the certainty for own decisions is not covered by the larger responsibility of the boss, we prefer to compensate for their higher uncertainty by strongly relying on expertise.