Gore Associates Organizational Structure 1gores Flat Structuredepar ✓ Solved

GORE & ASSOCIATES ORGANIZATIONAL STRUCTURE 1 Gore’s Flat Structure Department of Business and Entrepreneurship BA130OL- Introduction to Business Dr. Wilton Stewart April 11, 2021 Grade Breakdown >Communication: 17.00 points out of 20 points >Analysis: 16.00 points out of 20 points >Application: 16.50 points out of 20 points >Effective Use: 14.00 points out of 20 possible points (error in APA format) >Style: 16.75 points out of 20 possible points. Remarks: • Errors noted with Source entries in reference list. See professor’s comments. • Errors noted in textual citations. See professor’s comments. • Improper heading levels throughout document.

See professor’s comments. GORE & ASSOCIATE ORGANIZATIONAL STRUCTURE 2 Wilbert Gore founded Gore's flat structure of running an organization. This structure is informal, where there is no traditional chain of command. The leadership is in the form of associates, and every member of the team freely gives his ideas and insights on how to run the organization. The structure is built in the principle of freedom in decision-making, fairness and inclusivity of all members, diversity of workers, and justice amongst all the associates, all of which aim to foster the organization's organizational successes in the long run.

Gore's informal structure is perceived as a crucial form of running an organization because it enhances teamwork among all team associates. As a team, the members freely share their knowledge, skills, and expertise, which helps in the organization's fast problem solving and productivity (Manz, C. C., Shipper, F., & Stewart, G. L. 2009) (Manz et al., 2009).

The fact that each member is involved in decision-making makes the associates feel included in running the organization compared to the traditional administration where there was a chain of command. Most workers' opinions were not listened to. This also aids in faster decision-making than the formal structure, where a chain of power must be followed before a particular decision is made. This teamwork ensures that all p0rohject deliverables are achieved within the stipulated timeline because of the team's commitment. The associate's structure promotes trust among members and signals a sense of responsibility among members.

Gore's informal structure has been shown to promote interaction amongst all associates. This is aided by the communication lattice that helps all associates share their ideas and expertise with no communication barriers that come with a formal administration. The development of relationships helps in all individuals' growth without pleasing a particular boss in the workplace as it happens with traditional formal structure. The interaction has been shown to enhance the development of skills and knowledge among the young recruits in the company who freely Commented [WS1]: Improper format for textual citation. Must be in accordancewith article 8.17 on page 266 of APA Manual 7th ed.

Commented [WS2]: This statement needs to be clarified because it is confusing. Who are we talking about? “Most workers’ opinions were not listened to†in what situation/form of organization? Commented [WS3]: Grammatical error. GORE & ASSOCIATE ORGANIZATIONAL STRUCTURE 3 interact with other experienced workers in their expertise areas.

By improving diversity and inclusiveness, the informal structure respects the role played by every person despite their sex, race, sexual orientation, religion, or political subscription (Cannon, P. et al., 2019). This principle promotes equality, particularly to women who have been left out in most formal structures. With over 10,000 workers, each member feels included in the success story of the organization. The organic structure of Gore’s organization Gore’s organization has an organic structure of management. This is attributed to the different structural characteristics, such as the short-chain of command made by associates.

Decision-making is decentralized, where the associates pass a particular decision without consultation of a boss. With very few governance levels, the structure is generally referred to as a flat one and is more informal because of the minimized chain of command. With 0ver 10,000 workers, the organization has no departments, and all workers interact freely in the lattice of communication (Harder, J. W., & Townsend, D. R.

2017) (Harder & Townsend, 2017). The process of decision-making is decentralized in that all associates can make a crucial decision affecting the company, which is not the case in mechanical organizational structure. All these properties conform with an organic organizational structure. Gore’s flat organizational structure and innovation The organic structure allows free interaction among members of the organization. As a result, the associates share their perceptions, knowledge, and skills.

This subsequently favors innovation because new ideas on how to solve a particular problem are raised by the workers freely. By introducing the young generation into the system who have a factual background and Commented [WS4]: Author first and middle initials are not to be included in a textual citation. See chapter 8 of APA Manual. Commented [WS5]: Incorrect format as a level II header. Further, there is no level I header in this document, making this format for a sub-header improper.

See article 2.27 on Commented [WS6]: Improper format. See earlier comment on textual citations. Commented [WS7]: Incorrect format as a level II header. Further, there is no level I header in this document, making this format for a sub-header improper. See article 2.27 on GORE & ASSOCIATE ORGANIZATIONAL STRUCTURE 4 expertise in new technology, innovation is enhanced because the new workers will share insights on how to perform some tasks using computers, such as efficient data storage and marketing.

This is a form of innovation in this system of organization. My preference on working with Gore’s and Associates Based on the various properties of the organization, such as inclusivity, fairness, and workers' freedom in making decisions, I believe this is my working destination. I would be delighted to work with workers who feel equal in their working place, where teamwork is the only way to operate and where my opinions are taken with the utmost intensity they deserve. I would also like Gore's organization because their focus is to grow one another in skills, knowledge, and expertise, not impress the boss. Commented [WS8]: Incorrect format as a level II header.

Further, there is no level I header in this document, making this format for a sub-header improper. See article 2.27 on GORE & ASSOCIATE ORGANIZATIONAL STRUCTURE 5 References Manz, C. C., Shipper, F., & Stewart, G. L. (2009). Everyone a Team Leader:: Shared Influence at WL Gore & Associates.

Organizational Dynamics, 38(3), . Cannon, M., Thorpe, J., Emili, S., & Mader, P. (2019). WL Gore & Associates Inc.: Workplace democracy in a transnational corporation. Harder, J. W., & Townsend, D.

R. (2017). WL Gore & Associates. Darden Business Publishing Cases. Commented [WS9]: Sources listed in reference list must be in alphabetical order in accordance with article 9.44 on Commented [WS10]: Incomplete entry. Missing.

Improper capitalizations in title. Only lead words in title and subtitles are to be capitalized. Further, Source information missing. Commented [WS11]: Missing information. What is DOI or URL?

NOTE: This Case Study is an excerpt from Chapter 7 of the textbook (pp.); however, assignment activity has been modified . Imagine an organization with more than 10,000 employees working in 30 countries around the world—with no hierarchy structure. W. L. Gore & Associates, headquartered in Newark, Delaware, is a model of unusual business practices.

Wilbert Gore, who left Dupont to explore new uses for Teflon, started the company in 1958. Best known for its breathable, weatherproof Gore-Tex fabric, Glide dental floss, and Elixir guitar strings, the company has no bosses, no titles, no departments, and no formal job descriptions. There is no managerial hierarchy at Gore, and top management treats employees, called associates, as peers. In 2005, the company named 22-year associate Terri Kelly as its new chief executive officer. Unlike large public corporations, Gore’s announcement was made without much fanfare.

Today, more than 12 years later, Kelly continues as chief executive but is the first to admit that it’s not about the CEO at Gore—it’s about the people who work there and their relationships with one another. The company focuses on its products and company values rather than on individuals. Committees, comprised of employees, make major decisions such as hiring, firing, and compensation. They even set top executives’ compensation. Employees work on teams, which are switched around every few years.

In fact, all employees are expected to make minor decisions instead of relying on the “boss†to make them. “We’re committed to how we get things done,†Kelly says. “That puts a tremendous burden on leaders because it’s easier to say ‘Just do it’ than to explain the rationale. But in the long run, you’ll get much better results because people are making a commitment.†Because no formal lines of authority exist, employees can speak to anyone in the company at any time. This arrangement also forces employees to spend considerable time developing relationships.

As one employee described it, instead of trying to please just one “boss,†you have to please everyone. Several years ago the company underwent a “strategy refresh,†conducting surveys and discussions with employees about how they fit into the organization’s culture. Not surprisingly, there was a cultural divide based on multiple generations of workers and length of service stature, which Kelly and her associates have worked hard to overcome. She realizes that not everyone will become a “lifer†at Gore, but recognizes the importance of younger employees who have helped the company become more tech-savvy in communications and stay well-connected in a fastmoving business world. The informal organizational structure continues to work well.

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