Technology, strategy, size, and environment are among the factors that influence leaders' choice of organization structure (Schulman, 2020). The leaders must consider the technology to be used in the organization before choosing the structure. Mass production technology would lead to the choice of the mechanistic organizational structure, while organic structure would be appropriate with small-scale production technology (Jones & George, 2007). The strategy would determine the activities or the course of action that would influence the choice of organizational structure. Sizes influences structure in that large firms have intense specialization; this would influence the choice of decentralization structures as compared to a small-sized organization. The effects of the environment, on the other side, affect the choice of the organizational structure. A mechanistic or closed environment would be the most suitable.

Functional structure- organizes workers. They are placed in various groups of different roles, skills, and knowledge. An example includes the Amazon Corporate structure.

Division structure- People are grouped based on the service/product they provide, not the work they do. An example is the McDonald's Corporation (Jones & George, 2007).

Matrix structure- The employees have dual reporting relationships with the functional manager and the product manager; the reporting relationships are set up as a matrix. An Example is the Starbucks organization.

Flat structure- There is no middle management, and the workers are involved in all activities and impact decision-making due to low, middle management (Schulman, 2020).

The specific structure implemented at Bombas is a flat structure. This is because workers are allowed to involve in all activities and have a greater impact on decision-making processes.

The flat organizational structure has enabled the employees to behave in a way that contributes to the organization's success. They are allowed to participate in the decision-making process and hence behave in a way that contributes to the achievement of the company's mission of helping the needy (Schulman, 2020). The company's culture is a passion for helping the needy and giving back to society. This has enabled the employees to behave in a manner that is associated with promoting donations and caring for needy families (Jones & George, 2007). Bombas encourage the employees to consider helping those who are in need. They do so by "Giving 101" rules, and the new hires dispense free socks to the neighborhood. The structure and culture have encouraged team spirit among members. They have formed "Hive members" on a collective mission to help the needy.

Intrinsically motivated behavior is exhibited by an employee when they find tasks interesting and get satisfaction from performing the task (Schulman, 2020). The potential source at Bombas would be the passion and interest in working to help the needy. An example is where all workers at the Bombas are internally motivated to work and produce the best to help the needy.

Extrinsically motivated behaviors in employees occur when the external forces or rewards force the employee to behave in a particular manner (Jones & George, 2007). The potential source at Bombas would be collaboration and teamwork among the employees. An example is when the employees work together as a result of team members' collaboration and remain motivated.

Prosocially motivated behavior is the kind of behavior that employees engage in to benefit or satisfy other people, such as managers and business owners. The potential source would be working to please the managerial staff. An example is when the workers at Bambas work according to the instructions of the managerial staff to please them.