Case Study : Gore And Associates

In his essay titled “Climate of Denial”, Al Gore, a well known environmental advocate and former vice president, verifies the reality of climate change and global warming. The piece is an attack on corrupt companies and news outlets that attempt to persuade the public that global warming is not a critical issue. Gore also earnestly conveys our environment’s current state and offers possible solutions that would increase awareness about global warming and begin to revert the planet back to a healthier, more sustainable state. The overarching purpose of Gore’s work is to call attention to the widespread climate change that is occurring. However, he also focuses on the corruption and bias within the media, and their attempts to conceal the truth about global warming. Writing to those who are conflicted about who to believe, he makes a valid argument that defends the beliefs of he and his fellow activists and encourages others to become more active in the climate change issue.

Organizations have become engrossed on achieving rapid outcomes for their projects, which result in actions that essentially contradict the fundamental purpose of project management. The Volkswagen crisis could have avoided if the Volkswagen organization had good management and strong leadership throughout the life cycle of the project. To avoid the existing crisis to repeat itself, the incoming CEO for Volkswagen organization must set the standard, hold managers accountable, and ensure the organization is meeting the desired outcomes.

Thesis Statement: The most successful companies are those that are operated by leaders who invest in and grow their employees.

Throughout this case study, Gary, an employee at Brewster-Seaview Landscaping, goes into depth in explaining this business’ work dynamic. In the process of analyzing Gary’s description, we are able to extract various leadership styles which are exhibited by management. As we will see, Joe and the new supervisors’ leadership styles differ and definitely impact work outcomes.

Our recommendation for Zenith would be to adopt a High-Involvement Managerial strategy. Moving from the classical managerial strategy to a high involvement strategy will motivate employees by a need for interesting work, challenge, autonomy, personal growth, and professional development, and that employees can exercise self-control if the organization provides these conditions while treating employees fairly and equitably. The strategy is better aligned for Zenith because it will motivate employees to be more cooperative in all departments, and enables its management to confront increasing global competition whilst providing opportunities to workers for greater rewards and security. More specifically it will focus on intrinsic satisfaction for employees. Overall, workers will be trained towards more cooperative work, functional flexibility, idea generation, and information sharing, predominantly on the technology and market of the business to speed up work assignments and still deliver a more variety than their competitors when it comes to shaping the system to their clients specific needs. In order to achieve this transition a strong transformational leadership is required.

In Phase 1, pre-training, Campbell’s CEO Institute teaches participants about leadership, formulating ideas and experiences and take time to reflect on what they have learned and apply it to all aspects of their lives. As the CEO, Conant was a motivator, “Doug is personally involved in all aspects—developing content, teaching, communicating with class members, and sharing lessons from his more than 30 years in business…….He’s all in. An active instructor, he’s fully present during the entire two-year journey” (Reardon, 2011). The program is developed internally which helps employees can build on their skills. The Institute accepts 20-24 participants per year and they must be nominated by their unit president or functional leader (Newell, 2011).

In “Kyoto Climate Change Conference”, Al Gore, the Former Vice President of the United States, calls on the heads of state to take action on reducing emissions and protecting the Earth 's environment. Gore mentions environmental problems such as polluted water, dirty air, and destruction of critical habitats that we are experienced have threatened people’s living and future. Gore highlights aerosphere, the most important and most vulnerable part the Earth’s environment, are damaged by gaseous wastes which stops aerosphere dissipating heat and lead to the global warm. Moreover, he emphasizes the global warm causes more serious consequence such as floods, droughts, stronger storms, rising sea level, etc. which will affect the survival of

1. How might one characterize or describe the architectural paint coatings industry and Jones Blair’s trade area?

High performing companies like Patagonia have created an environment, that allows them to gather and implement ideas that are generated while they are out in the environment, a boots on the ground sort of speak. Patagonia entrepreneurs support their employee improvement programs, by incorporating improvements into training and support systems, as well as rewarding and compensating their employees by balancing a work life and personal life. Furthermore, Patagonia seems to be effective at creating environmental systems and standards to help our planet. By systematically identifying the root cause of environmental issues and the solutions to the problem, employees report a higher level of job satisfaction, which results in lower turnover and higher employee morale. Patagonia is constantly under fire for their business practices. Why, because people just don’t understand Patagonia’s values and

Tenacity is another aspect linked to Gore's innovation. This is juxtaposed with an embedded management process of ensuring minimal investment risks. Associates gain identity and they are encouraged not to try to fit in someone's shoes. Every associate is a shareholder. Gore's strategy is based on its engineering prowess (Mote, 2009). Bill Gore is the man behind

High-performing organizations do not achieve their success through serendipity; success in the business world requires a planned and coordinated effort on the part of the workforce. This effort springs from abilities of an organization’s leaders. The entirety of the Business Policy Seminar has been an exercise in

This paper will address the most important problems facing The Wallace Group. Recommendations to Harold Wallace, President and Chairman of the organization will be formulated, in an effort to begin the process of restructuring the company for development and growth. Finally, a description of how to educate a manager to manage an organization as it evolves over time from an entrepreneurial structure to a more complex structure will be discussed.

It’s hard to talk about management innovation without tipping your hat to W.L. Gore, the venerable maker of Gore-Tex and a host of other pioneering materials and products as diverse as synthetic vascular grafts, Elixir guitar strings, and Glide dental floss. Lauded as "the world's most innovative company" time and time again, Gore's wholly original (and endlessly inspirational) model for creating a true democracy of innovation is firmly rooted in the story of founder Bill Gore. More than half a century ago, in 1958, Bill Gore quit DuPont to start a business aimed at imagining and commercializing new uses for polytetrafluoroethylene (PTFE)—the material popularized as Gore-Tex. But he wasn't simply interested in inventing new

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.

In today’s competitive landscape, organizations must utilize every resource to its fullest in order to achieve profitability. Peter F. Drucker, who is known as “the founding father of the discipline of management”, informs us that employees are assets, which should be treated as a company’s most valuable resource. The key players involved in utilizing this valuable resource are the managers of a company. Managers have a vital role in a company and the effort they put forth into their tasks and responsibilities will directly affect the success of a company. In Drucker’s book Management: Tasks, Responsibilities, Practices (Revised Edition), he explains the role of a company’s management team and the secrets to becoming a great manager.