(TRANSFORMED IT TO A WRITTENT TEXT BELOW )

Case Inident 2: Active Cultures

cheking the economicforecast.

Employees at many successful companiesstart th

Patagonia's Ventura, California, employeesstart the day by checking the surf forecast. The outdoor

dothing company encourages its workfore to tale time from the workday to get outside and get

active, For Patagonia, linking employees with the ntural environment isa major part of the culture.

New hires are introduced to this mindset very quickly. Soon after starting at Patagonia, marketing

exeoutive loy Howard was immediately encouraged to go fly fishin surfing, and rock dimbing all around the world. she notes that all this vacationin is not just playing aroundi'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 onganic 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 Neilers of: Blumenthal, one of the founders of Watby Parker eyewear, observes, "[T]they ve shown that you can build a profitable business while thinking about the environment and thinking about your team and community." As Patagoia CEO Rose Marcrio say. People recognize Patagonia as a company that's looking at businessthrough a more holisticlens other than profit."However, she is quick to add, "Profit is important; if it wasnt you wouldn't be talking to me. Patagonia's culture obviouslymakes 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 feelexcluded. while the 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.

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 for another charting software) to build your structure. text to questions is below Cae incident. Active Employees are companiesstart the dedingtect Patagonista, started othing compensis prodot the Forning of the New hires are introduced to quickly soonering rative Howard det yaaisalt round the world. She notes that this of her needed to be st this oriented, they the pro produce. Employeesware to try out activewear in the field. And yleiben few other occasionalmen off to catch the west Are there bottom line benefits to the organitional are some corporate ladenie. As Blumenthal, one of the founderwy Parkery was they shown that you com build a profitable lines withing but the winding out your teen and Community." As Pop CO Rose Mand company that looking at business through a more biti the profit she is quick to "Probit is important; it we't you talking to Patagonia's culture obviously for an ideal for some people but not for others who don't share its valor. People who are just not outdoor types would feelwchodied. Whethe unique mission and values of Patagonia may not be for everyone, for its specificides the product and employer, there is a love 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 for another charting software) to build your structure. text to questions is below Cae incident. Active Employees are companiesstart the dedingtect Patagonista, started othing compensis prodot the Forning of the New hires are introduced to quickly soonering rative Howard det yaaisalt round the world. She notes that this of her needed to be st this oriented, they the pro produce. Employeesware to try out activewear in the field. And yleiben few other occasionalmen off to catch the west Are there bottom line benefits to the organitional are some corporate ladenie. As Blumenthal, one of the founderwy Parkery was they shown that you com build a profitable lines withing but the winding out your teen and Community." As Pop CO Rose Mand company that looking at business through a more biti the profit she is quick to "Probit is important; it we't you talking to Patagonia's culture obviously for an ideal for some people but not for others who don't share its valor. People who are just not outdoor types would feelwchodied. Whethe unique mission and values of Patagonia may not be for everyone, for its specificides the product and employer, there is a love