1. What theories from this chapter are revealed through the case?
Stages three and four of the LMX theory is in play at Gore & Associates. There is an advanced level of team building and trust that permeates the organization. Because of the high LMX relationship, the organization has achieved:
• Mutual trust;
• Employee confidence;
• Job satisfaction;
• Organizational commitment;
• Common bonds;
• Open communication;
• Independence;
• Respect, rewards, and recognition.
At Gore & Associates all employees are part of the “in-group” just by their exclusive organizational structure. Which gave the employees confidence in their abilities, an independence to think outside of the box and be creative all the while still meeting their commitments …show more content…
Associate sponsors are leaders that are highly skilled in facilitating dialogue, conflict resolution and behavioral coaching. At first glance, this system would seem impossible to manage and would appear to be out of control. It has grown and developed without an authoritarian pattern and has a focus on respecting peoples’ life and inherent value. It appears to be an environment where the community of associates carefully considers the world they are creating and everyone takes the opportunity to choose what they will contribute to the company and the customer.
3. Evaluate followership at W. L. Gore & Associates. What company actions and/or policies account for the quality of followership?
To succeed, leaders must teach their followers not only how to lead but more importantly, how to be a good follower”
• Building relationships while identifying with the leader of an organization and their vision is essential to good followership
• Providing an environment that promotes all organizational members to focus on a common goal.
• Creates enthusiasm and desire to excel;
• Fully engages …show more content…
If they are unable to resolve the problem, then the sponsor or team members might suggest an alternative team member to become the team’s new sponsor. This type of situation happens often at Gore, as the teams are fluid and adapt to the changing environment and market. Often when associates change commitments, they will seek out a new sponsor.
6. What role, if any, does coaching (Chapter 6) play in W. L. Gore’s lattice structure?
Gore used what it calls a lattice system; a flat structure where everyone is connected to every other person in the organization. All individuals enter the company equally with the title “associate.” There are no supervisors/managers at Gore. Instead, the perplexing questions of “What do I work on?” and “What’s my next career move?” are worked out between an associate and a sponsor. Sponsors are veterans that help decode the jargon and guide associates through the lattice, they are coaches and mentors.
The lattice structure, with open and informal systems, also allows the strengths of one individual, team, department, or division to seek out and utilize the strengths of any other entity. Gore’s organizational design avoids hierarchies and seeks to help each associate make commitments to tasks that leverage their strengths and allow them to
Stages three and four of the LMX theory is in play at Gore & Associates. There is an advanced level of team building and trust that permeates the organization. Because of the high LMX relationship, the organization has achieved:
• Mutual trust;
• Employee confidence;
• Job satisfaction;
• Organizational commitment;
• Common bonds;
• Open communication;
• Independence;
• Respect, rewards, and recognition.
At Gore & Associates all employees are part of the “in-group” just by their exclusive organizational structure. Which gave the employees confidence in their abilities, an independence to think outside of the box and be creative all the while still meeting their commitments …show more content…
Associate sponsors are leaders that are highly skilled in facilitating dialogue, conflict resolution and behavioral coaching. At first glance, this system would seem impossible to manage and would appear to be out of control. It has grown and developed without an authoritarian pattern and has a focus on respecting peoples’ life and inherent value. It appears to be an environment where the community of associates carefully considers the world they are creating and everyone takes the opportunity to choose what they will contribute to the company and the customer.
3. Evaluate followership at W. L. Gore & Associates. What company actions and/or policies account for the quality of followership?
To succeed, leaders must teach their followers not only how to lead but more importantly, how to be a good follower”
• Building relationships while identifying with the leader of an organization and their vision is essential to good followership
• Providing an environment that promotes all organizational members to focus on a common goal.
• Creates enthusiasm and desire to excel;
• Fully engages …show more content…
If they are unable to resolve the problem, then the sponsor or team members might suggest an alternative team member to become the team’s new sponsor. This type of situation happens often at Gore, as the teams are fluid and adapt to the changing environment and market. Often when associates change commitments, they will seek out a new sponsor.
6. What role, if any, does coaching (Chapter 6) play in W. L. Gore’s lattice structure?
Gore used what it calls a lattice system; a flat structure where everyone is connected to every other person in the organization. All individuals enter the company equally with the title “associate.” There are no supervisors/managers at Gore. Instead, the perplexing questions of “What do I work on?” and “What’s my next career move?” are worked out between an associate and a sponsor. Sponsors are veterans that help decode the jargon and guide associates through the lattice, they are coaches and mentors.
The lattice structure, with open and informal systems, also allows the strengths of one individual, team, department, or division to seek out and utilize the strengths of any other entity. Gore’s organizational design avoids hierarchies and seeks to help each associate make commitments to tasks that leverage their strengths and allow them to