There are three types of production technologies promulgated by Joan Woodward in the context of technical complexity, namely, small-batch and unit technology, large-batch and mass production technology, and continuous process technology (Jones, 2009). Technical complexity is greatest in continuous-process technology and the reason for this is that at this level, the products are manufactured at broadest level. Almost the entire conversion task, from input to output, is performed by machines under human supervision which make this process cost effective and highly technical at the same time.The complexity level touches its apex because production continues with little variation in output and rarely stops. The entire process becomes more complex technically as compared to the other two levels in which the involvement of human resources in the form of manual production is higher. In the continuous process technology employees are only required to monitor the process and mainly come into picture during exceptions such as breakdowns. Greater use of machines (mechanized) and automation of the processes leads to greater technical complexity. An example of this is the companies that make oil like DuPont and Exxon. As far as the effect of technical complexity over the structure of the organization is concerned, it affects the structure of the organization on all three levels in a different way.