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When considering any organization, the personalities and values of the founders and leaders will help shed light on the overall organizational culture. Procedures and policies are direct reflections of the leadership, and thus it is important to consider what personality traits a leader possesses, as well as what terminal and instrumental values may be at play. In this exercise, you will have a chance to consider Ryla Inc., and examine specific aspects of personality and values in both the founder and potential employees. In addition, you will have the opportunity to see how this organization's culture reflects those values.

Organizations are reflections of the individuals who begin them. Founder personality traits and values influence the organizational culture, which in turn attracts similar individuals who want to work there. There are several ways to maintain and transmit organizational culture, including the espoused values of the founder, the process of socialization, ceremonies and rites, and stories and language.

In this exercise, please read the mini-case and answer the questions that follow.

Telemarketing and customer-contact organizations are notorious for high levels of turnover and dismal working conditions. Ryla Inc., founded by Mark Wilson in 2001, is a customer-contact and business-process outsourcing firm headquartered in Kennesaw, Georgia. Wilson, who won the prestigious Ernst & Young Entrepreneur of the Year Award in 2010, wanted to create a company that had both a caring culture and very loyal employees. He had years of experience managing call centers at Dun & Bradstreet, and his openness to new approaches and ideas led him to recognize a potential opportunity in the industry. Wilson imagined a different kind of customer-contact business, one in which his employees would feel like its the best job theyve ever had. Having the idea of operating a customer-contact business in a dramatically different way was one thing. Securing the financing to start such a business was another. Wilson hired a consultant to help him approach venture capital firms for financing. He was turned down by over one dozen venture capital companies. Despite this setback, Wilson persisted, and his determination paid off. The SJF Ventures venture capital firm in Durham, North Carolina, invested $700,000 in return for equity in the company, and Ryla was born.

From the start, Wilson had always strived to sustain a work environment and company culture that was true to his own personal values: treating employees with respect; fostering open communication; providing opportunities for training, growth, and development; and demonstrating a real commitment to the well-being of employees and the local community. Ryla grew and prospered. With Wilson as CEO, Ryla had less than 30 percent turnover in an industry with average turnover rates over 40 percent and as high as 75 percent, very high client retention rates, and revenue growth of at least 10 percent per year. Call-center work tends to be routine and boring. Wilsons emphasis on both creating a caring culture and providing employees with opportunities for training and advancement went a long way toward building employee loyalty. Wilson maintained an open-door policy and kept employees informed about how the business was doing.

Ryla employees had access to a variety of benefits ranging from medical and life insurance to 401(k) plans, employee assistance programs, and aerobics classes. With an emphasis on promoting from within, telemarketing was no longer viewed as a dead-end job. Eighty percent of the managers at Ryla once worked the telephones.

In 2010, Wilson sold Ryla to competitor Alorica for $70 million, staying on as CEO of the semi-autonomous Ryla subsidiary until March of 2011. The next year, he and his investment partners acquired Verifile, a company that provides risk assessment and workforce solutions via proprietary software. Wilson became its CEO.

After Mark Wilsons departure from Ryla, a lawsuit was filed against the company by the EEOC, alleging disability discrimination. In 2013, Alorica agreed to pay $135,000 to settle the case. Class action suits have been filed against Alorica by call center customer service representatives alleging overtime pay violations and invasion of privacy.

(a) Considering that Ryla had a much lower turnover rate than other companies in this industry, its managers and employees probably demonstrate a high level of

Multiple Choice

negative affectivity.

organizational commitment.

introversion.

community involvement.

emotional intelligence.

(b) Managers with a high ________ would have enjoyed working at Ryla where people were promoted from within, offered new opportunities, and were challenged to try new methods and projects.

Multiple Choice

need for power

self-centeredness

need for affiliation

terminal value

need for achievement

(c ) Wilson believed in treating employees with respect, fostering open communication, and demonstrating a real commitment to his employees. These demonstrate Ryla's ________ values.

Multiple Choice

non-managerial

instrumental

terminal

locus of control

managerial

(d) Under Wilson, what personality traits would Ryla most likely have sought in its employees?

Multiple Choice

external locus of control

low agreeableness

high conscientiousness and high openness to experience

negative affectivity and high openness to experience

introversion and negative affectivity