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Unit 1 Assignment

Name

Course Number: MBA522

Instructor: Niki Rittenhouse

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[Title Here, up to 12 Words, on One to Two Lines]

How did Bill Gore structure management within his company and why is this relevant to

personality and individual differences?

W. L. Gore did not believe that the normal levels of management utilized by similarly-

sized companies were appropriate for his company. In fact, he chose to retain a flat organization

in order to encourage creativity, self-commitment, and natural leadership. This management

style resulted in positive feedback from his employees and allowed the company to grow into a

very successful enterprise. While this may seem less efficient, once the employees buy into the

idea, the company is able to move forward and be a better workplace for their employees.

Explain why the diversity leadership program developed by W. L. Gore and Associates is a

positive way to better understand and foster individual differences.

The diversity leadership program was created in order to focus and develop what Gore

considered to be his most important asset: people. Gore understood that the interpersonal

relationships between employees is an integral part of the success of the company as a whole and

that by fostering these relationships the company would see a direct increase in productivity and

performance. The changes resulted in success. The more inclusive environment resulted in the

workforce being more attentive to their co-workers, to listen to their concerns, and to learn from

each other on a regular basis. This success was clearly demonstrated in their monthly and annual

satisfaction surveys.

Describe how the sponsor program developed higher levels of employee satisfaction as well

as maintained the “unmanagement” culture.

The sponsor program was just another way of implementing a mentor/protégé

relationship within the company. Gore allowed for their associates to sit in on interviews and
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then choose a new employee to mentor if they took a personal interest in the interviewee. The

mentor would then track the new employee’s progress, assist with any transition items in which

he or she was needed, and even ensured that the protégé was being paid fairly for their work.

The result was a feeling of intimacy and sense of team that allows for the retention of a strong

and content workforce.

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References

Neck, C. P., Houghton, J. D., & Murray, E. L. (2017). Organizational behavior: A critical-

thinking approach. Los Angeles, CA: SAGE.

Bregman, P. (2012, March 12). Diversity training doesn’t work. Retrieved from

https://hbr.org/2012/03/diversity-training-doesnt-work