The paper "Gore Organisational Culture " is a good example of a management case study. Gore organisational culture is egalitarian. The employees have no defined roles and there are no job titles (Stephen, 251). The employees are self-empowered and work with others through communication of their ideas. The main aim of the organisation culture is to have a family-like relationship with the employees (W. L. Gore & Associates). The culture at the organisation is decentralised and has a very low degree of formalisation. The organisation is a lattice where there is no assumed authority.
Tasks are carried out through commitment and no one has assigned authority. This type of organisation has worked in enhancing creativity and innovation. Empowering individuals in the organisation helps them in carrying out their ideas easily as there is no bureaucracy. The employee becomes assimilated fully to the organisation culture and reduces the chances of making a poor decision. The organisation culture encourages innovation by empowering the employees to try their new ideas. This is a culture that recognises that great ideas can come from any of the employees at any moment.
The organisation culture also enables the employees to share their knowledge. The associates meet regularly and shares ideas, review each other plans and consults (W. L. Gore & Associates). The culture encourages consulting before taking any action. Consultation enhances a situation where employees can come up with ideas, share them with other associates and have a chance of evaluation. This is very important during innovation as it avoids duplication of ideas. The company also enhances protection of the ideas generated by the employees through copyrights. If the employees do not feel valued, they become discouraged in contributing to the company.
The organisation culture at AW Gore makes all employees equal and valued. This leads to the contribution of all employees and collaborators. The employees are innovative due to the fact that they are allowed to work freely in an environment where their contribution is valued. Pay level is also determined by what the employee contributes to the business (W. L. Gore & Associates). The organisation guiding principles encourages an environment where creativity and innovation can take place.
The culture is centred in making the employees energized. This leads to employees who are results-oriented and works towards their creativity. The associates have the powers to use their own creativity in the organisation without going through the bureaucracy. The ideas just need to be funded and approved by the organisation project review group instead of using the senior manager. The organisation culture is based on small-sized plants (W. L. Gore & Associates). This makes it possible to have an organisation where the employees can easily access each other and find their role.
Small plants help employees to share ideas as small teams and work on them. The employees are also supposed to be committed to delivering their work. This implies that when an employee has an idea, they are committed to developing it. The employees are thus committed to company success. This is through working in an atmosphere where they are stimulated to engage in projects in which they are more passionate and interested in. This leads to an organisation where the employees work due to self-motivation. The company history of new products is enough proof that the organisation culture supports innovation and development.