Gore and Associates Management Approach

Topics: Organization, Management, Organizational studies Pages: 12 (2763 words) Published: November 17, 2014

Gore and Associates Management Approach
Group Paper - Paris Team:
Tatinisha Anderson, Josevelt Barnes, Yolanda Bean, Anthony Bliss, & Trudy Buckmann University of Maryland University College
December 7, 2013

Turnitin Score: 6%

This paper discusses the management approach utilized by Gore and Associates, a mid-sized U.S. organization consisting of over nine thousand employees dispersed locally and worldwide. Although a mid-sized company, Gore and Associates have instituted a small company mentality in their organizational and management structure. This company’s successes stems from its ideologies and its ability to move away from the traditional methods of management which has ultimately transformed the way they do business. Although for over fifty years, the organization has been able to boast of many successes based on its rather simplistic management approach, it has also had its share of challenges. There have been strengths as well as weaknesses associated with its unique management approach. This paper highlights the rewards of the simplicity of this successful organization’s management approach and also brings to light the tests that this company may face while it utilizes this rather modest management methodology. Keywords: Management approach, globalization, communication, culture, grounded theory.

The management approach utilized by Gore and Associates is very different from what is seen in most large organizations today. Most organizations of this size tend to lean toward a more mechanistic organization: marked by rules, procedures, clear hierarchy of authority, and centralized decision making (Daft, 2013). According to Carroll (2001), organizations that possess such characteristics can experience conflict with their ability to meet their needs as some conditions require creativity from all workers. Gore and Associates has an organic design; and Daft (2013), describes an organic design as an organizational system marked by free-flowing, adaptive process, an unclear hierarchy of authority, and decentralized decision making. Carroll (2001) states that creativity can only be unleashed in organization where information and decision making processes are done by those who actually perform the task. It is apparent that although Gore and Associates has not conformed to the traditional organizational structure where organizational charts, formal reporting relationships detailing hierarchical levels, and the grouping of individuals into specific departments are the order of the day, it is still an extremely successful company. Organizationally, Gore and Associates has been able to operate and expand globally into other parts of the world. This is an affirmation that although this organization has embraced a rather different and radical management approach, it has still been able to penetrate other markets and maintain a competitive advantage over its rivals. Strengths of Gore and Associates’ Management Approach The strengths of Gore and Associates’ management approach are phenomenal and what many other organizations must introduce to their own institutions. A fundamental management approach is the presence of an organizational chart that depicts the sum of all parts and demonstrates structure in every organization. The intriguing part is that this is not the norm at Gore and Associates. In the absence of organizational charts, Gore and Associates has been able to demonstrate that the work can still be performed regardless of who is at the helm of affairs and managing the controls. It is apparent that managing and control are not fundamental to this organization’s successes. Consequently, although in a traditional management setting an organizational chart is supposed to be the keyhole to understanding how an organization works, its different departments, and how they are...

References: Apfelthaler, G., Shane, M., & Hruby, J. (2011). It 's a Jungle Out There. On Managerial Cognition, Change, and Learning During Internationalization. International Journal Of Global Management Studies, 3(2), 22-54.
Carroll, B. (2001). Leadership in Lean, Empowering Manufacturing Organizations. Journal of Organizational Excellence. John Wiley & Sons, Inc.
Daft, R. L. (2013). Organization Theory & Design (11th ed.). Ohio: Cengage Learning.
Markovic, M. R. (2009). Managing the organizational change and culture in the age of globalization. Journal of Business Economics and Management 2008, 9(1): 3-11
Ramlall, S. (2012). A review of employee motivation theories and their implications for employee retention within organizations. Journal of American Business Review, Cambridge., 1(1), 189-200. Retrieved from http://ezproxy.umuc.edu/login?url=http://search.proquest.com/docview/1270657894?accountid=14580
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