Earthlin Abiel George's April 2014 Experiential Journal

earthlin Abiel Georgeoapril 22014experiential Journalfebruary 24 2014earthlin

EarthLink Company, based in Atlanta, Georgia, is a prominent communications network firm serving over 150 businesses globally, with most clients in the United States. The company operates through two primary divisions: EarthLink Consumer Services and EarthLink Business Services. The latter offers a range of connectivity services, including Ethernet, DS3, DSL, T-1, wireless, and MPLS, along with wholesale network services and fiber capacity. During an internship, I had the opportunity to engage with Tom, the technical special manager responsible for supervising technicians and managing technical support complaints. His role also involves collaborating with the company leadership to develop strategic IT initiatives and reduce customer attrition. EarthLink's focus on advanced technology and customer service underscores its relevance in today's digitally driven society.

My expectations before visiting the company included meeting a knowledgeable professional well-versed in information technology (IT), understanding their leadership style, and gaining insights into the company's technological practices. I anticipated a formal, hierarchical environment where decisions are made by senior management, and hoped to gather comprehensive information about current technologies employed at EarthLink. However, I found the technical manager to be quite approachable and friendly, which challenged my initial assumptions about corporate rigidity. His leadership style seemed inclusive, emphasizing vibrancy and experience over age, thus negating stereotypes about youth in leadership roles. His mid-forties age and energetic approach demonstrated that effective leadership encompasses a blend of experience and dynamism.

The first interview revealed that leadership at EarthLink emphasizes a collaborative culture where employees are empowered to make decisions affecting their work and the company’s direction. Tom explained that EarthLink aligns with concepts introduced by Edward Lawler, focusing on employee involvement and decentralization of decision-making. Unlike traditional hierarchical organizations, EarthLink fosters a participative environment, leading to higher employee motivation and organizational agility. This approach facilitated the company's ability to adapt swiftly to technological changes and competitive pressures, thus maintaining its position at the forefront of the telecommunications industry.

The second interview further reinforced these insights, highlighting that employee engagement and a sense of ownership are crucial to their success. I learned that organizational structures that promote involvement and equality can significantly enhance performance outcomes. Employees at EarthLink are encouraged to participate in decision-making, which fosters trust and accountability, ultimately translating into superior customer service and innovation. This participative structure not only benefits organizational agility, but also boosts employee morale, portraying EarthLink as an exemplary highly involved organization—an ideal environment for learning and career development.

These interviews underscored the importance of leadership that values empowerment, communication, and employee participation. Recognizing that decision-making authority should be distributed rather than centralized, EarthLink creates a culture where employees have autonomy, which enhances their commitment and productivity. This environment contrasts with traditional top-down management models, emphasizing the significance of decentralized leadership in modern organizations striving for innovation and responsiveness. As a future professional, I am encouraged to develop skills in communication, teamwork, and strategic thinking—competencies that are vital for leadership in such dynamic settings.

From a broader perspective, EarthLink’s approach aligns with contemporary theories of organizational behavior, emphasizing employee involvement, motivation, and participative leadership. It exemplifies how organizations can leverage human capital by creating inclusive climates where employees feel valued and empowered (Lawler, 2003). Moreover, the company’s focus on training, transparency, and recognition aligns with motivational theories by Herzberg (1966), suggesting that intrinsic factors like achievement and recognition are key to employee satisfaction and performance. By fostering such an environment, EarthLink exemplifies a highly involvement organization capable of sustaining competitive advantage through human resource practices rooted in engagement and empowerment.

Paper For Above instruction

In analyzing EarthLink’s leadership and organizational culture, it is evident that the company's success hinges on its high level of employee involvement and participative management style. The company’s culture promotes autonomy, trust, and collaborative problem-solving, which are supported by modern organizational behavior theories. Such an environment encourages employees not only to execute their roles efficiently but also to contribute to strategic decision-making, fostering innovation and adaptability—traits essential in the rapidly evolving telecommunications industry (Lawler, 2003).

Research indicates that employee involvement positively correlates with organizational performance. For instance, Lawler and Mohrman (2003) argue that involvement practices lead to higher productivity, better customer service, and increased employee satisfaction. EarthLink’s implementation of decentralized decision-making, team-based structures, and continuous training exemplifies these principles. Their approach aligns with the participative management models which emphasize shared responsibility and collective input, resulting in a motivated workforce committed to the company's objectives (Kozlowski & Bell, 2003).

Furthermore, EarthLink’s emphasis on training and knowledge sharing enhances organizational learning. By continuously educating its employees on technological advancements and company goals, the company creates a culture of ongoing development. Such practices are consistent with the learning organization concepts outlined by Senge (1990), which promote adaptability, strategic thinking, and knowledge management. These attributes allow EarthLink to remain competitive amidst technological disruptions and market competition.

Effective communication is another cornerstone of EarthLink’s organizational culture. The company ensures that critical information, such as sales figures and performance data, is transparently shared with employees. This transparency fosters a sense of ownership and aligns individual efforts with corporate goals (Argyris & Schön, 1996). Recognizing employee contributions through rewards based on behavior and performance, rather than solely on technical knowledge, further motivates staff and reinforces a culture of excellence (Herzberg, 1966).

Leadership at EarthLink exemplifies a balance between experience and innovation. The technical manager demonstrated that vibrancy, confidence, and strategic thinking are more important than age. Such qualities are essential for driving technological innovation and organizational growth. Research by Goleman (2000) emphasizes that emotional intelligence—such as self-awareness and social skills—is vital for effective leadership in dynamic environments. EarthLink’s leadership style appears aligned with these principles, fostering trust, motivation, and a shared vision among employees.

The culture of empowerment at EarthLink also contributes to its resilience in a competitive market. Empowered employees are more likely to develop innovative solutions and respond promptly to customer needs. This flexibility is crucial in the telecommunications sector, where rapid technological advancement demands agile responses (Bennis & Nanus, 1985). By decentralizing authority and promoting shared responsibility, EarthLink ensures that decision-making is swift and aligned with strategic objectives.

In conclusion, EarthLink’s organizational culture emphasizes involvement, transparency, continuous training, and empowering leadership. These practices create a high-morale environment that drives performance and innovation. As organizations face increasing complexities and competitive pressures, fostering a culture of employee involvement and participative leadership is not only beneficial but essential. EarthLink exemplifies how a highly involved organization can sustain growth, adapt to change, and maintain a competitive edge through human capital development and inclusive management practices.

References

• Argyris, C., & Schön, D. A. (1996). Organizational Learning II: Theory, Method, and Practice. Addison Wesley.
• Bennis, W., & Nanus, B. (1985). Leaders: Strategies for Taking Charge. Harper & Row.
• Goleman, D. (2000). Leadership that Gets Results. Harvard Business Review, 78(2), 78-90.
• Herzberg, F. (1966). Work and the Nature of Man. World Publishing Company.
• Kozlowski, S. W., & Bell, B. S. (2003). Work groups and teams in organizations. In W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.), Handbook of Psychology: Industrial and Organizational Psychology, Vol. 12 (pp. 333-375). Wiley.
• Lawler, E. E. (2003). Treating Employees as Greater than Costs. Organizational Dynamics, 31(4), 346-357.
• Lawler, E. E., & Mohrman, S. A. (2003). HR as a Strategic Partner: What Does It Take?. Organizational Dynamics, 31(4), 306-319.
• Senge, P. M. (1990). The Fifth Discipline: The Art & Practice of the Learning Organization. Doubleday.