1. Using the competing values framework as a point of reference. how would you d
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Question
1. Using the competing values framework as a point of reference. how would you describe the current organizational culture at Gore? Provide examples to support your conclusions. 2. Which of the 12 ways to embed organizational culture has Gore used to create its current culture? Provide examples to support your conclusions 3. Which of the three types of organizational design discussed in the chapter is most similar to Gore's lattice structure? Explain your rationale. 4. Is Gore's structure more organic or mechanistic? Explain. 5. What is the most important lesson from this case? Discuss.Explanation / Answer
Which of the 12 ways to embed organizational culture has Gore used to create its current culture?
Gore used the flat organization to create it’s current culture. There’s not many levels of middle management between the CEO and the employees. Employees have sponsors and are all responsible for managing their own workload and making their own commitments that support team goals (Kinicki & Williams, 2018). Gore felt that in making this as a team based lattice organization that it would be free of bureaucracy and a command and control style of leadership (Kinicki & Williams, 2018).
Which of the three types of organizational design discussed in the chapter is most similar to Gore’s lattice structure?
The organizational design most similar to Gore’s lattice structure is the matrix structure. The matrix organizational structure combines the functional and additional organizational structure types. There are project teams, bringing skilled individuals together from across the organization, but there are still divisions (Kinicki & Williams, 2018). Each associate is allowed to pick and choose projects, which in turn create smaller groups within the company. Responsibility and jurisdiction are not clearly defined since everyone chooses their own projects, but sponsors are there to make sure everyone is doing their best.
Is Gore’s structure more organic or mechanistic?
Gore’s structure seems to be more organic. Especially when it comes to hiring and job titles. Instead of hiring for a specific job area, associates are “hired for general work areas” and with the help of their sponsors and a growing understanding of opportunities and team objectives, can commit to projects that match their skills (Kinicki & Williams, 2018). Everyone has a sponsor; whose goal is to help people succeed. They help associates chart a course in organization that will offer personal fulfillment while maximizing their contribution to the enterprise (Kinicki & Williams, 2018). Gore keeps all his operational facilities small which allows focus on high quality relationships. Although there aren’t specified job titles, everyone moves and works in a way that helps keep the business running smoothly. (128)
Answer:-
Lack of an effective management structure can lead to unclear lines of authority. Absence of authority almost always leads to chaotic situations where everyone is telling everyone else what to do ( (Kinicki & Williams, 2018)). When no authority figure is recognized, no manager or leader is distinguished from what can be seen as a mass of followers in an organization. In addition to this, all employees should have a basic understanding of the organizational chart for their company and where they fit on it ( (Kinicki & Williams, 2018)) If no organizational chart is established, employees will not know which superior to go to when they have an issue. In order to avoid the problem, the owners or senior managers should create a clear organizational chart establishing which managers to go to for certain issues. (136)
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