It is possible to state that principles of classical management are most fit with the organizations operating in a stable environment since achieving maximum efficiency is a prerequisite to survive. These mechanic structures are characterized by high levels of formalization- rules, procedures, guidelines, instructions and written communication-, routine tasks – standardization of production processes-, vertical design focus to increase control, rigid culture which favors accomplishments of predefined tasks and competitive behavior towards rivals. Whereas, it was observed that the electronic manufacturers in the same research preferred completely different organizational design. Learning and creativity become vital when organizations face with turbulent environments. In this case, old-fashioned ways of organizing business may restrict learning, creativity and innovation. Turbulent environment requires natural or organic system design according to Burns and Stalker. Organizational structure should enable learning and creativity. Applying written rules, guidelines and instructions to employees is not a good idea in this respect. Employees should feel themselves free and powerful to become innovative and creative. Horizontal structures, which aim at enabling information share among units and employees, have to be adopted to increase learning capacity of these organizations. Management has to be tolerant towards faults and mistakes of employees to encourage them to learn. It may not be sufficient only to make internal adjustments for innovation and creativity. Organizations need to interact with the other organizations in their environment to transfer knowledge and new ideas. This requires the development of good relations and search for some opportunities to have collaboration with the others. Therefore, competitive strategy is associated with stable environments, whereas horizontal structure with turbulent environments. Choice (c) involves non-matching members.