sful multinational organisation.
由于相信组织不需要正式的结构和严格的控制规则，W.L.Gore&Associates已经成长为一家成功的跨国组织。
3.2 Organisational Structure 组织结构
Classical writers examined the organisation in terms of its purpose, with its formal structure; the hierarchy of the organisation. The importance placed on planning work, achieving this through supervising the technical requirements, and the assumption of logical and rational behaviour from within the organisation (Mullins L, 1996). Baker (1972) discussed these principals as “it offered simple principals which claimed general application……… it also followed architectural and literary styles which emphasised formality, symmetry and rigidity” (Baker, R. (1972) cited in Buchanan, D. and Huczynski, A. 1991: 430).
古典作家从组织的目的和形式结构来审视组织；组织的等级制度。对规划工作的重视，通过监督技术要求以及组织内部逻辑和理性行为的假设来实现这一点。Baker讨论了这些原则，因为“它提供了简单的原则，要求普遍适用……它还遵循了强调正式、对称和刚性的建筑和文学风格”。
Gore’s unique, flat, “lattice” structure contradicts and even challenges the traditional model of organisational structure. This stems from the core values put in place by founder Bill Gore that were introduced to foster a creative and energising work environment. The small plant approach, limits each facility to approximately 200 people. Most plants are self-sufficient, with manufacturing, finance, research and development contained within the facility. These plants have no formal structure, allowing leadership to emerge naturally (Anfuso, D. 1999).
戈尔独特的、扁平的“格子”结构与传统的组织结构模式相矛盾，甚至提出了挑战。这源于创始人比尔·戈尔提出的核心价值观，这些价值观旨在营造一个富有创造力和活力的工作环境。小型工厂的做法将每个工厂的人数限制在200人左右。大多数工厂都是自给自足的，生产、金融、研发都包含在工厂内。这些工厂没有正式的结构，领导才能自然产生。
Bureaucratic organisations with strong pyramid structure have the top down approach to authority, responsibility and control. This rigidity and inflexibility are at a disadvantage in these organisations, which are rapidly changing their structure towards learning organisations (Betts J & Holden R 2003).This change is moving organisations towards the structure of leaner and flatter organisations. Not towards the Lattice structure of Gore. So although this structure is acknowledged to be successful, few organisations have tried to copy it.
具有强大金字塔结构的官僚组织在权力、责任和控制方面采用自上而下的方法。这种僵化和不灵活在这些组织中处于不利地位，这些组织正在迅速向学习型组织转变结构。这种变化正在使组织向更精简、更扁平的组织转变。不是戈尔的晶格结构。因此，尽管这种结构被认为是成功的，但很少有组织试图复制它。
3.3 Business Strategy 商业战略
Organisational strategy is the pattern of decisions that determines and reveals to stakeholders the organisations intent; this is achieved through their objectives, purposes, and goals. The organisation identifies where they strategically want to be, and introduces policies and procedures which put in place to achieve these goals. When the strategy is formulated, it will allocate the resources based on its relative internal competencies and shortcomings, and predictable changes in the environment. Johnson & Scholes (1997) concluded that “strategic intent is the desired future state of the organisation…which seeks to focus the energies of the members of the organisation (Johnson J & Scholes K 1997:15).
组织战略是决定并向利益相关者揭示组织意图的决策模式；这是通过他们的目标、目的和目的来实现的。该组织确定了他们的战略目标，并介绍了为实现这些目标而制定的政策和程序。在制定战略时，它将根据其相对的内部能力和缺点以及可预测的环境变化来分配资源。Johnson&Scholes得出结论，“战略意图是组织期望的未来状态……它寻求集中组织成员的精力。
Managers of organisations have responsibility to get the strategic intent right, not just for the advantage of the organisation. Drucker (1989) discussed the responsibility of management as being “decisive not only for the enterprises itself, but for the Managements’ public standing….for the very future of our economic and social system and the survival of enterprise. The decisions that managers make, do not just affect the organisation, they have an affect on the whole of society, with ethical, environmental and social considerations (Drucker (1989) cited in Mullins 2005:214).
组织的管理者有责任实现正确的战略意图，而不仅仅是为了组织的利益。德鲁克讨论了作为“不仅对企业本身具有决定性意义，而且对管理层的公众地位具有决定性意义……对我们经济和社会体系的未来以及企业的生存具有决定性意义。管理者做出的决策不仅影响组织，还影响整个社会，并考虑到伦理、环境和社会因素。
Gore has been successful with their organisational strategy as they are fluid, forever mov
