Ans to this 5 questions

Position Players something): It's also a matter of job ownership, which means, among other things, a willingness to understand "We just kept adding people that are what an organization does, to develop knowledge and better than us." skills that will contribute to its success, and to perform -MIKEY LEBLANC, COFOUNDER OF HOLDEN OUTERWEAR One's job as if it were critical to that success. Brush remembers exercises in college which tended to We introduced Holden Outerwear in our Video Case for group people to complete a project but failed in getting Chapter 2, where we focused on product design and global them to act as a team: "One person," she recalls, "would distribution.* The video introduced cofounder Mikey make the pattern; one person would then have to cut out LeBlanc, who launched Holden in 2002 with partner the fabric; then the next person would have to sew it. And Scott Zergebel. The founders hired a CEO, former Adidas I just never really felt like anyone else really felt responsiexecutive Ben Pruess, in 2011, and LeBlanc currently ble or took ownership of the project." After being laid off serves as "marketing director." Zergebel, who doesn't from her previous job, Brush did design work as a freeappear in the first video but who does make an uncredited lancer-a self-employed worker with no long-term comcameo in this one, is identified as "creative director." mitment to any given employer-and she found the This video is all about the approach to teamwork experience frustrating because it made job ownership viramong Holden managers, and LeBlanc gets things started tually impossible and task performance more difficult: with the inevitable sports analogy. His sentiments are "Freelance is interesting," she says, "because you're not pretty much in line with those of most contemporary invested in the company. You don't know 100 percent managers: where they've been and where they're going. As a freeYou can watch an NBA quote/unquote team that's got lancer ... they don't divulge that information to you all this superstar that totally just wants to be the stud and the time." LeBlanc reports that he and Zergebel decided to let Brush doesn't work well with anybody else. Or you can watch "design some pieces and worked with her through the proa great team that really works together, and that's what cess, and she ended up designing my favorite piece in the we're trying to have here at Holden. line." (What are now called "Nikki Pants" simulate embossed At last count, Holden, which outsources manufacturing leather and feature special Swiss-made zippers.) At the time, and distribution, had only ten employees, and the payroll Holden didn't outsource very many operations because, as they wanted me." Some tweaking was done to create the management at Holden played one of the three key position of Design and Development Manager, and Brush roles in implementing such a structure/cultureis happy about the outcome. After all, she says, "I think namely, basing the decision to shift to a team-based that what I bring is my strong attention to detail as far as orientation on sound business-related reasons? both development and design go." 5. On the one hand, job ownership at Holden requires employees to devote their skills and energies to the perfor- 1. Think about Brush's recollection of a mance of a specific series of tasks (those of "marketing CASE QUESTIONS project in college. Explain why she's esse group-based manager," those of "designer/developer," and so forth). rate in characterizing the participants as a group the other hand, the company's team-based structurel rate in characterizing the palture requires employees to contribute their efforts to (you can teach any subject you want). Think up a proj- a paradox-a seemingly contradictory state of affairs ect for your class that asks students to work together, which can nevertheless prevail under the right circumbeing sure that you provide certain guidelines that stances. In what ways does Holden appear to resolve the require them to work as teams. contradictory elements of this paradox so that they can 2. However informal it may be in practice, in what ways simultaneously contribute to organizational performance? does Holden appear to have a hierarchical structureone in which employees occupy different levels within ADDITIONAL SOURCES the organization? In what ways does that structure Holden Outerwear, "Holden History" (2012), www.holdenouterwear appear to affect its culture? In what specific ways .com on June 5, 2012; Allan Brettman, "Holden Outerwear Exits Portdoes its team-based culture appear to override or offset land in Search of New Markets, Lower Expenses," OregonLive.com, May Holden's hierarchical structure/culture? 2,2012, http://blog.oregonlive.com on June 5, 2012; Scott Zergebel, "My 3. What sort of organizational enhancements does Inspiration Comes from Trying to Live My Life to the Fullest," SIA's Holden try to gain from fostering a team-based cul- Latest," March 28, 2012, www.snowsports.com on June 5, 2012; Mike ture? Judging from the video, describe any apparent Lewis, "Holden Announces Three Major New Hires," Transworld Busienhancements in innovation, creativity, and flexibility. ness, September 28, 2010, http://business.transworld.net on June 5, 2012; 4. Among essential team issues, the chapter discusses the "Holden Gets Sporty," YoBeat.com, January 4, 2012, www.yobeat.com importance of top management in implementing a on June 5, 2012. team-based structure/culture In what Chapter 2 Video Case to refresh your memory about team-based structure/culture. In what ways has top Holden's product line, operations, and recent initiatives. Position Players something): It's also a matter of job ownership, which means, among other things, a willingness to understand "We just kept adding people that are what an organization does, to develop knowledge and better than us." skills that will contribute to its success, and to perform -MIKEY LEBLANC, COFOUNDER OF HOLDEN OUTERWEAR One's job as if it were critical to that success. Brush remembers exercises in college which tended to We introduced Holden Outerwear in our Video Case for group people to complete a project but failed in getting Chapter 2, where we focused on product design and global them to act as a team: "One person," she recalls, "would distribution.* The video introduced cofounder Mikey make the pattern; one person would then have to cut out LeBlanc, who launched Holden in 2002 with partner the fabric; then the next person would have to sew it. And Scott Zergebel. The founders hired a CEO, former Adidas I just never really felt like anyone else really felt responsiexecutive Ben Pruess, in 2011, and LeBlanc currently ble or took ownership of the project." After being laid off serves as "marketing director." Zergebel, who doesn't from her previous job, Brush did design work as a freeappear in the first video but who does make an uncredited lancer-a self-employed worker with no long-term comcameo in this one, is identified as "creative director." mitment to any given employer-and she found the This video is all about the approach to teamwork experience frustrating because it made job ownership viramong Holden managers, and LeBlanc gets things started tually impossible and task performance more difficult: with the inevitable sports analogy. His sentiments are "Freelance is interesting," she says, "because you're not pretty much in line with those of most contemporary invested in the company. You don't know 100 percent managers: where they've been and where they're going. As a freeYou can watch an NBA quote/unquote team that's got lancer ... they don't divulge that information to you all this superstar that totally just wants to be the stud and the time." LeBlanc reports that he and Zergebel decided to let Brush doesn't work well with anybody else. Or you can watch "design some pieces and worked with her through the proa great team that really works together, and that's what cess, and she ended up designing my favorite piece in the we're trying to have here at Holden. line." (What are now called "Nikki Pants" simulate embossed At last count, Holden, which outsources manufacturing leather and feature special Swiss-made zippers.) At the time, and distribution, had only ten employees, and the payroll Holden didn't outsource very many operations because, as they wanted me." Some tweaking was done to create the management at Holden played one of the three key position of Design and Development Manager, and Brush roles in implementing such a structure/cultureis happy about the outcome. After all, she says, "I think namely, basing the decision to shift to a team-based that what I bring is my strong attention to detail as far as orientation on sound business-related reasons? both development and design go." 5. On the one hand, job ownership at Holden requires employees to devote their skills and energies to the perfor- 1. Think about Brush's recollection of a mance of a specific series of tasks (those of "marketing CASE QUESTIONS project in college. Explain why she's esse group-based manager," those of "designer/developer," and so forth). rate in characterizing the participants as a group the other hand, the company's team-based structurel rate in characterizing the palture requires employees to contribute their efforts to (you can teach any subject you want). Think up a proj- a paradox-a seemingly contradictory state of affairs ect for your class that asks students to work together, which can nevertheless prevail under the right circumbeing sure that you provide certain guidelines that stances. In what ways does Holden appear to resolve the require them to work as teams. contradictory elements of this paradox so that they can 2. However informal it may be in practice, in what ways simultaneously contribute to organizational performance? does Holden appear to have a hierarchical structureone in which employees occupy different levels within ADDITIONAL SOURCES the organization? In what ways does that structure Holden Outerwear, "Holden History" (2012), www.holdenouterwear appear to affect its culture? In what specific ways .com on June 5, 2012; Allan Brettman, "Holden Outerwear Exits Portdoes its team-based culture appear to override or offset land in Search of New Markets, Lower Expenses," OregonLive.com, May Holden's hierarchical structure/culture? 2,2012, http://blog.oregonlive.com on June 5, 2012; Scott Zergebel, "My 3. What sort of organizational enhancements does Inspiration Comes from Trying to Live My Life to the Fullest," SIA's Holden try to gain from fostering a team-based cul- Latest," March 28, 2012, www.snowsports.com on June 5, 2012; Mike ture? Judging from the video, describe any apparent Lewis, "Holden Announces Three Major New Hires," Transworld Busienhancements in innovation, creativity, and flexibility. ness, September 28, 2010, http://business.transworld.net on June 5, 2012; 4. Among essential team issues, the chapter discusses the "Holden Gets Sporty," YoBeat.com, January 4, 2012, www.yobeat.com importance of top management in implementing a on June 5, 2012. team-based structure/culture In what Chapter 2 Video Case to refresh your memory about team-based structure/culture. In what ways has top Holden's product line, operations, and recent initiatives