P & M is a manufacturing rm. Management encourages and rewards risk taking and change. Decisions based on intuition are valued as much as those that are well rationalized. Management prides itself on its history of experimenting with new technologies and its success in regularly introducing innovative health products. Managers or employees who have a good idea are encouraged to \"run with it\" and failures are treated as \"learning experiences.\" The company prides itself on being market driven and rapidly responsive to the changing needs of its customers. There are few rules and regulations for employees to follow, and supervision is loose because management believes that its employees are hardworking and trustworthy. Management is concerned with high productivity but believes that this comes through treating its people right. The company is proud of its reputation as being a good place to work. Job activities are designed around work teams, and team members are encouraged to interact with people across functions and authority levels. Employees talk positively about the competition between teams. Individuals and teams have goals, and bonuses are based on achievement of these outcomes. Employees participate in the setting of goals and are given considerable autonomy in choosing the means by which the goals are attained. (a) Using Hofstede's ve original cultural dimensions provide an assessment of P & M's organizational culture. (b) Discuss three strategies that the management of P & M will need to implement to ensure the maintenance of a strong organizational culture. (0) What evidence outlined in the case study supports an organic structure for P & M