A steel manufacturing firm with about 1,000 employees operates in an environment that is simple and integrated (it makes a small number of steel products to a few key customers) but also dynamic and hostile (rapidly changing technology and customer needs with many competitors). Based on the environment in which this company operates, it would be more successful with:

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An organic structure is better suited for a dynamic and hostile environment with changing technology and customer needs, as it allows for more flexibility and adaptability in decision-making and communication. It also promotes employee empowerment and innovation, which can be beneficial in a simple and integrated environment with few key customers. A mechanistic structure, which is more rigid and hierarchical, may not be able to keep up with the rapid changes in the environment and may not be responsive enough to customer needs. A centralized structure may not be appropriate for a company with many competitors, as it could slow down decision-making and limit the company's ability to respond quickly to market changes. Both a divisionalized structure and a matrix structure could work in different circumstances, but may not be the best choice in this situation.

A Steel Manufacturing Firm with About 1,000 Employees Operates in an Environment