I agree with the notion that an organizational structure leads to certain cultures within the work place that may make or break a potential project. In a functional organization, each department is divided and controlled by different functional managers. This type of organization can lead to information silos and it can prove difficult to coordinate with different departments if the company is too large. Essentially, departments may keep information to themselves and potentially hurt the project unless other departments go out asking for this information. In a project-based organization, departments are divided by projects and are assigned a project manager. The culture that could develop from this is one where one project team refuses to coordinate with the others; thus, leading to a detrimental culture where project development becomes inefficient. Finally, a matrix-organization is a hybrid of the other two organization types and this tends to eliminate information silos and uncoordinated teams; however, this can lead to multitude of other problems separate from problems that arise from work culture. Overall, different organizational structures can lend to different types of work cultures, but the success of project depends on how the staff in a given company work together in that structure.