1. Based on class discussions and readings, from an organizational behavior perspective, what are some of the things fundamentally wrong with Rainier's business? (Think styles, communications, teams, performance management, development, talent management.)
2. Using the "congruence model", what components are out of alignment with Rainier's strategic objectives and how might they be aligned?
3. Given your analysis and thinking on the above issues, what are your recommendations for handling the Philadelphia acquisition?