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Complete the Experiential Exercise on p. 535 of the text - "The Sandwich Shop." You can complete the exercise individually instead of working in groups. The exercise asks you to design three versions of an organizational structure for a sandwich shop: --simple structure --bureaucratic structure --virtual structure Use the SmartGraphics feature in Powerpoint (or another charting software) to build your structure. Case Incident 2: Active Cultures Employees at many successful companies start the day by checking the economic forecast. Patagonia's Ventura, California, employees start the day by checking the surf forecast. The outdoor clothing company encourages its workforce to take time from the workday to get outside and get active. For Patagonia, linking employees with the natural environment is a major part of the culture. New hires are introduced to this mindset very quickly. Soon after starting at Patagonia, marketing executive Joy Howard was immediately encouraged to go fly fishing, surfing, and rock dimbing all around the world. She notes that all this vacationing is not just playing around-it's an important part of her job. "I needed to be familiar with the products we market," she said. Other practices support this outdoors-oriented, healthy culture. The company has an on-site organic caf featuring locally grown produce. Employees at all levels are encouraged through an employee discount program to try out active wear in the field. And highly flexible hours ensure that employees feel free to take the occasional afternoon off to catch the waves or get out of town for a weekend hiking trip. Are there bottom-line benefits to this organizational culture? Some corporate leaders think so. As Neil Blumenthal, one of the founders of Warby Parker eyewear, observes, "[]they've shown that you can build a profitable business while thinking about the environment and thinking about your team and community." As Patagonia CEO Rose Marqario says, "People recognize Patagonia as a company that's ... looking at business through a more holisticlens other than profit." However, she is quick to add, "Profit is important; if it wasn't you wouldn't be talking to me." Patagonia's culture obviously makes for an ideal workplace for some people -- but not for others who don't share its values. People who are just not outdoor types would likely feel excluded. Whilethe unique mission and values of Patagonia may not be for everyone, for its specificniche in the product and employment market, the culture fits like a glove