Organizational levels represent the three management levels commonly used in most businesses: lower-level management, middle-level management, and upper-level management. They are classified based on hierarchy and authority, and they can perform various tasks aimed at achieving a specific purpose. Within a functionally managed organization with a vertical tendency, this division into hierarchical levels allows for the differentiation of different levels of scope. The objective of the upper hierarchical level is to consider the medium and long-term strategy of the company. The middle level selects a more specific aspect of this comprehensive strategy and ensures a more specific implementation of the overall goal. The lower level primarily focuses on the execution of all projects and processes, so these area-specific objectives involving processes and projects are oriented towards the short term. This pyramid alignment allows each organizational level to segment and distribute activities in such a way that the work is easily manageable by each area and in humanly achievable quantities within a specified timeframe. The three organizational levels are divided into strategic, tactical, and operational. We will now describe each one.

A process structure is characterized by management focused on the final delivery of products or services through work organized by processes throughout the entire value chain.

A critical process is defined as a process that has priority over others, either because its importance is greater or because it has certain flaws that must be modified. Critical processes are those that demand more attention since they are the most important.