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Patagonia, Inc.:: A Company Analysis
Patagonia, Inc.:: A Company Analysis
Patagonia, Inc.:: A Company Analysis
:
A Company Analysis
William Duncan
Seth Stephen
Cultural Control Issues:
found in the company mission statement: “To deliver innovative, excellent, useful
products and service to our customers; to reduce the environmental harm we cause;
to honor our obligations to each other and to our stakeholders; to earn a sufficient
profit to achieve these objectives, but without the pursuit of growth for growth’s
sake” (Merchant, 351). Patagonia’s primary objective is different than the majority
operation of this company. However, this primary objective can only be obtained if
was greater, and used the money to safeguard and restore the natural environment”
(Merchant, 342). While the board of directors and Chairman Chouinard strongly
critical to continue to tax itself and impact the world in the way Patagonia desires.
“Both parents [are] allowed two months paid leave after a birth. Mothers were
encouraged to continue nursing when they were back at work. Parents were
encouraged to take breaks and have lunch with their children. Parents were allowed
employee production was hard and consistent, “[the benefits] created less anxiety
and frustration in the parents and children and, consequently, increased work
The Workbook Process put in place after Patagonia’s 1991 crisis was in
to make the company more transparent for its employees, the Workbook Process
was in place involving, “(1) making every department’s and the corporation’s plans
visible to all employees; (2) making monthly department and corporate financial
and operating reports visible to all employees; (3) investing substantial time and
understand the information make available to them; (4) encouraging all employees
(Merchant, 344).
This process meets the demand of the employees for more transparency
and we recommend that Patagonia continue to apply it. The Workbook Process also
gives the employees a hands-on approach and understanding to how the business
operates as well as empowers employees to give ideas and thoughts to how the
company can improve itself. However, due to lack of enthusiasm for the process by
meetings will cut out the running through the motions that reportedly occurs with
less enthusiastic work group managers. Next, we recommend that the division
managers turn in a report at steps 5, 10, 16, 19, and 22 of the Workbook Process. At
specific division will allow the division to take ownership of their work as well as
division does not perform up to set objectives, that division is up for audit by the
overseeing director, starting with an audit of the division manager and trickling
method to judge termination solves our next issue, the cost of training employees to
with a financial background and the same passion for the environment and only
Merchant, Kenneth A. Modern Management Control Systems: Text and Cases. Upper