Question 1: WL Gore's organizational structure is an organic model with the matrix/team structure that follows their innovation strategy. This structure influences their innovation strategy, chain of command, scope of control, and decentralization of processes and decision making. WL Gore has done a great job of creating a profitable and innovative company. Being a flat organization, they have higher participation using an organic model (555) with cross-functional teams that have large margins of control. This includes the free flow of information, low formalization and decentralization that enable faster decisions by cross-hierarchical teams. The team/matrix structure combines product features and resources. This also creates generalists rather than specialists to share product resources and enables timely completion of products closer to budget with less duplication of tasks. Decentralization creates a chain of command from the team directly to the final decision maker with a shorter span of control. Additionally, their innovation strategy promotes unique and meaningful innovations that enable employees to introduce new products to their teams for possible production. The team/matrix structure within this organic model clearly creates product innovation, job satisfaction, high profits at all levels, and lower costs. . This is the result of the organic model with a team/matrix structure influenced by their innovation strategy. Question 2: The lack of hierarchy in the Gore organization would be best suited to employees with high baseline self-evaluations. Additionally, employees possess most if not all of the Big Five factors. The combination of these employee personality traits will be… at the heart of the paper… in the bureaucracy of larger organizations. The fact that most Gore employees are generalists may push them to build relationships with outside consultants, contractors or companies with their own type of work specialization. These relationships can also be created, designed or developed depending on the level of technology required by Gore. In conclusion, Gore's organizational design can help create various types of relationships with external companies. These relationships will vary greatly depending on the resources needed, the job specialties required, the personalities of the personnel involved, as well as the level of technology needed or used by Gore or its outside companies. Works Cited Robbins, Stephen P. and Judge, Timothy, A. Organizational Behavior. Upper Saddle River, New Jersey. Prentice Hall. Pearson Custom Publishing. Print of 2008