W L Gore & Associates

| Thomas, in regards to the line you comment on "innovative changes often originate from lower levels of the organization", I totally agree withthat statement due to the fact that those lower level employees are the ones who are working in the fields, in terms of having their hands on the equipment and having the full knowledge of what improvements are needed in the work field. Innovation often derive from insight and even frustration at times. Good post.

Effectively integrating as an employee into a new work environment can be stressful, but when successfully accomplished, can present great opportunities for career growth. In the Harvard Business School Brief Case “Thomas Green: Power, Office Politics, and a Career in Crisis,” recently promoted Senior Market Specialist Thomas Green sought to achieve great career growth at the corporate headquarters of Dynamic Displays. Unfortunately, Green’s personality and work style were too dissimilar from manager Frank Davis’ expectations. As a result, Green is left with a career crisis where his ambitious career growth with Dynamic Displays may be stunted. For Thomas Green, a shift in his work style and how he approaches conflict resolution are necessary for him to achieve his career objectives at Dynamic Displays.

1) W. L. Gore & Associates was founded by Wilbert Gore in 1985. The idea for the Business idea immerged from technical, organizational and technical experiences that Mr. Gore received while working at DuPont, moreover from a chemical compound discovery, which poses unique qualities. That chemical compound is known, as Gore-Tex. Currently Gore Company is a manufacturer of thousands of products for industrial and medical markets that are backed by technological science. W. L. Gore & Associates keeps its headquartered in Newark, Delaware. Company posts annual sales averaging $2.5 billion, it currently employs a little more than 9,120 employees in 25 countries around the globe. W. L. Gore & Associates constantly earning a place on FORTUNE magazine 's list of the "100 Best Companies to Work For.” and in fact they’ve earned this title 13 times in roll, whereas only about a dozen other workplaces have been present in every edition of the magazine. Gore & Associates have a very distinct corporate culture from any other organization. The employees own 20% of the company, and official term is an associate, they have only faced growth in profits and sales since company’s inception. Its ESOP (employee stock ownership plan) dates back to the 1970s. In return the company has collected its share of rewards and has been one of the 100 Best Companies to Work For in North America, and usually tops first ten. Company ranks high on the similar list in Europe. Amazingly enough Gore Co.

• If you want employees to display initiative and come up with new ideas (Intellectual) you must give them responsibility and provide interesting work and

Google, Inc. is a corporation that is known for innovation and amazing leadership practices. Google’s greatest innovation may actually be its managerial practice. Google is not led by a single CEO, but by a team that gives it immense strategic and management strength. (Nussbaum, n.d.) Engineers at Google are able to work on their ongoing projects 4 days out of the 5 day work week, and one day a week is designated for potential ideas of their own choice. (Sawyer, 2009) Google has innovation reviews, where each executive presents the most promising ideas from within his own division. The CEO is at these innovation reviews to listen to these innovative ideas. Another way to ensure that some of these ideas have the opportunity to be developed is to allow the engineers to work on these ideas for more than one day a week and in some cases full time. Allowing time to be creative and develop ideas is embracing the art of innovation and

The purpose of this critical thinking exercise is to garner valuable insight specific to the unique organizational work environment at Gore & Associates. Likewise, this document will address and respond to a series of questions in reference to the corporate culture at W.L Gore. Upon completion of said assessment of Gore & Associates, personal reflection will be given as to whether this is an organization someone would find a

Drew’s product, masking tape, received much attention from his superiors, and 3M began to sell his product. Within a few years, 3M was selling more masking tape than sandpaper itself (84). Shortly after this occurrence, 3M adopted a policy which allotted employees 15 percent of their working time to work on “projects of their own choosing without needing approval from their supervisors” (85). Following in the footsteps of 3M, modern power companies like Twitter allows employees an entire week to “pursue an interesting project that is outside the regular domain of their job” (86). Facebook gives workers twelve hours per month for side projects that must be unrelated to work (86). Lastly, a software company named 37signals gives its employees “an entire month to experiment on whatever they [want]” (87). Jason Fried, cofounder of 37signals, says, “if you can't spare some time to give your employees the chance to wow you, you'll never get the best from them” (88). Genius grants prove that intrinsic motivation significantly improve creative expression demanded in the modern-day market, as opposed to extrinsic motivations, such as monetary

To demonstrate actionable infringement, there must be substantial similarity between defendant’s and plaintiff’s work. See Newton v. Diamond, 338 F.3d 1189, 1193 (9th Cir. 2004) (“[E]ven where the fact of copying is conceded, no legal consequences will follow from that fact unless the copying is substantial.”), cert. denied, 545 U.S. 1114 (2005). There are no settled rules as to the extent of similarity that will be substantial, and hence infringing. TufAmerica, Inc. v. Diamond, 968 F. Supp. 2d 588, 596 (S.D.N.Y. 2013). Thus, whether there is substantial similarity between two works is made on a case-by-case basis. TufAmerica, 968 F. Supp. 2d at 596.

It’s hard to talk about management innovation without tipping your hat to W.L. Gore, the venerable maker of Gore-Tex and a host of other pioneering materials and products as diverse as synthetic vascular grafts, Elixir guitar strings, and Glide dental floss. Lauded as "the world's most innovative company" time and time again, Gore's wholly original (and endlessly inspirational) model for creating a true democracy of innovation is firmly rooted in the story of founder Bill Gore. More than half a century ago, in 1958, Bill Gore quit DuPont to start a business aimed at imagining and commercializing new uses for polytetrafluoroethylene (PTFE)—the material popularized as Gore-Tex. But he wasn't simply interested in inventing new

W.L. Gore and Associates is a privately owned company which has continually turned a profit over its 50 plus year history. This Company’s management was designed on a lattice based structure, with no management layers or organizational charts. W.L. gore has leaders not bosses and for new hires it has sponsors. They believe in commitments instead of assignments and create and environment in which employees are free to experiment and is energizing and demanding. Even through this companies growth they have maintains a sense of unity and collegiality. W.L Gore is clearly a company which will continue on into the future because they have unlocked the fundamentals to management innovation.

Mind-numbing routines and paperwork bore and exhaust you; this position capitalizes on your strengths and ability to thrive in fast-paced environments, coupling you with pace-setting leaders that challenge and inspire you daily. The organization appreciates and utilizes your ability to respond to unanticipated problems and create creative solutions at a moment’s notice. Other employees are loyal, trusting and tight-knit and the work culture is empowering for independent and creative work processes, sideways communication, and encouraging of lifelong learning and attentive

Moreover, this style encourages an active, rational, involvement between leadership and subordinates to collaborate on problems. This collaboration “can improve employee engagement, commitment, and attitude toward their organization as well as enhance their personal development”, as stated in the required reading, while benefiting leadership with innovation and increased unit morale. The Air Force’s recent “Airmen Powered by Innovation” movement encourages free thinking and innovative change while highlighting the importance of innovation to the top levels of leadership.

Effective leaders need to be creative and innovative. Effective leaders need to understand that the blood of the organization which they are leading lays innovation and creativity (Swid, 2015). Creation of new ideas can result in programs which are superior to the already planned or established plans. The responsibility of the leadership is to engage appropriate people in the right times, to the appropriate degree but in creative manner. Employee creativity is also enhanced by leaders who are inspirational. Any business

One of the most important tenets of this theory is that management must have a high degree of confidence in its workers in order for this type of participative management to work. Theory Z stresses the need for enabling the workers to become generalists, rather than specialists, and to increase their knowledge of the company and its processes through job rotations and continual training. In fact, promotions tend to be slower in this type of setting, as workers are given a much longer opportunity to receive training and more time to learn the intricacies of the company's operations. The desire, under this theory, is to develop a work force, which has more of a loyalty towards staying with the company for an entire career, and be more permanent than in other types of settings. It is expected that once an employee does rise to a position of high level management, they will know a great deal more about the company and how it operates, and will be

The concept of employee participation and involvement has seen a growing interest from different scholars and Human resource management. Many organizations face the challenges of managing and empowering their employees to actively participate in decision making. In this current tumultuous economic environment, organizations especially IT industry require creative and innovative employees who can take initiative, embrace change, stimulate innovation and cope with high uncertainty in the market. Most of the new generation employees want to work in companies that can actively listen and embrace their ideas. To accommodate the demand of the