Unit 3: Discussion
- Read the case study.
- Answer the discussion questions and post to the discussion:
- Initial Post:
- Respond to every aspect of the discussion prompt with originality. Demonstrate an exceptional familiarity with the text and topics being covered and utilize text/lecture note/PowerPoint references.
- Respond to your initial post with at least 300 words
- Post initial post by 11:59 p.m., Thursday, CT.
- Response Posts:
- Respond to peer posts with at least 100 words.
This is a graded discussion: 30 points possible due Sep 6
Unit 3: Discussion
Directions 1. Read the case study. 2. Answer the discussion questions and post to the discussion:
1. Initial Post: 1. Respond to every aspect of the discussion prompt with originality. Demonstrate an
exceptional familiarity with the text and topics being covered and utilize text/lecture note/PowerPoint references.
2. Respond to your initial post with at least 300 words 3. Post initial post by 11:59 p.m., Thursday, CT.
2. Response Posts: 1. Respond to peer posts with at least 100 words. 2. Respond to two or more classmates by 11:59 p.m., Sunday, CT.
All posts are expected to use proper grammar and to be free of typographical errors and spelling.
The following case study was take from Chapter 5 the textbook. See the reference citation at the bottom of the page.
This Unit’s Case Study and Questions
Balancing Priorities at Clif Bar
Gary Erickson is a man of integrity. In the spring of 2000 Erickson had an offer of more than $100 million from a major food corporation for his company Clif Bar Inc. He had founded Clif Bar Inc. in 1990 after a long bike ride. Erickson, an avid cyclist, had finished the 175-mile ride longing for an alternative to the tasteless energy bars he had brought along. “I couldn’t make the last one go down, and that’s when I had an epiphany—make a product that actually tasted good.” He looked at the list of ingredients on the package and decided he could do better. He called on his experience in his family’s bakery, and after a year in the kitchen, the Clif Bar—named for Erickson’s father—was launched in 1992. Within five years sales had skyrocketed to $20 million. He considered the $100 million offer on the table and what it meant for his company and decided against the deal. He realized that the vision he had for the company would be compromised once he lost control, so he walked away from the $100 million deal.
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He has stuck to his vision and values ever since. His commitment to environmental and social issues are evident in everything he does. On the environmental front, his company has a staff ecologist who is charged with reducing Clif Bar’s ecological footprint on the planet. More than 70 percent of the ingredients in Clif Bars are organic. A change in packaging has saved the company (and the planet) 90,000 pounds of shrink-wrap a year. And the company funds a Sioux wind farm to offset the carbon dioxide emissions from its factories. On the social side, Erickson launched a project called the 2,080 program (2,080 is the total number of hours a full-time employee works in one year). Through the 2,080 program employees are encouraged to do volunteer work on company time. Recently Erickson agreed to support (with salaries and travel expenses) employees who wanted to volunteer in Third World countries.
Erickson is also committed to his team. He thinks about things like, “What should our company be like for the people who come to work each day?” He sees work as a living situation and strives to make Clif Bar Inc.’s offices a fun place to be—there are plenty of bikes around; a gym and dance floor; personal trainers; massage and hair salon; a game room; an auditorium for meetings, movies, and music; dog days every day; and great parties.
As the company grows, however, maintaining such values may not be easy. Clif Bar already has 130 employees, and revenue has been rising by more than 30 percent a year since 1998, according to Erickson. “We’re at a point where we have to find a way to maintain this open culture while we may be getting bigger,” says Shelley Martin, director of operations. “It’s a balancing act.”
Discussion Questions Without knowing Gary Erickson’s age, where would you guess he falls in the four generations of workers as delineated by Zemke? Consider the key work values in Table 5.1. (p. 153) Recalling that leaders are motivated to act consistently with their values, what values appear to be most important to Gary Erickson?
Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2015). Leadership: enhancing the lessons of experience(pp. 179-180). New York, NY: McGraw-Hill Education.
- Initial Post: