GORE TEX CASE
ORGANIZATIONAL BEHAVIOR
Gore-Tex Case
GORE-TEX CASE ANALYSIS
1. What impresses you about this company?
The organization of the company seems to position its corporate culture on an equal basis from the point of view of the majority, the employees. Avoiding chain of command and seniority allows creating a corporate culture where everyone is involved in the final goals of the company which that enables to reach personal fulfilment through determined motivation accorded to owned projects. Therefore, through the direct communication, the small teams and the equality of the employees (associates) the company gets a stable and reliable work environment increasing effectiveness and high commitment from the associates. The power of freedom is also the positive element of what makes them motivate and encourages them to be engaged with the firm.
This sounds as a paradise of places of work, however, my impression is focused on the small procedures they have of proper work processes and work assessment in the company.
From the last principle perspective of the company of protect it from inappropriate risk, the assessment of risky investments and projects are reviewed and cooperated with, what the text mentions, “qualified associates”. From the point of view that “given the right environment there is no limit what people can accomplish” and the absence of title (all are associates) and chain of command, how can we determine a qualified or non-qualified associate to perform this type of contribution? Through knowledge and skills, determined by the level of projects carried, determined by longevity in the company and experience? In this type of systems there are fewer policies and procedures of command but managers, leaders, associates or however is meant to call it, they should appear somehow to maintain order and stability. On the other hand is proper to foster
Gore-Tex Case
GORE-TEX CASE ANALYSIS
1. What impresses you about this company?
The organization of the company seems to position its corporate culture on an equal basis from the point of view of the majority, the employees. Avoiding chain of command and seniority allows creating a corporate culture where everyone is involved in the final goals of the company which that enables to reach personal fulfilment through determined motivation accorded to owned projects. Therefore, through the direct communication, the small teams and the equality of the employees (associates) the company gets a stable and reliable work environment increasing effectiveness and high commitment from the associates. The power of freedom is also the positive element of what makes them motivate and encourages them to be engaged with the firm.
This sounds as a paradise of places of work, however, my impression is focused on the small procedures they have of proper work processes and work assessment in the company.
From the last principle perspective of the company of protect it from inappropriate risk, the assessment of risky investments and projects are reviewed and cooperated with, what the text mentions, “qualified associates”. From the point of view that “given the right environment there is no limit what people can accomplish” and the absence of title (all are associates) and chain of command, how can we determine a qualified or non-qualified associate to perform this type of contribution? Through knowledge and skills, determined by the level of projects carried, determined by longevity in the company and experience? In this type of systems there are fewer policies and procedures of command but managers, leaders, associates or however is meant to call it, they should appear somehow to maintain order and stability. On the other hand is proper to foster