The Case Is Attached. Answer The Following Questions

The case is attached. answer the following questions: question 1without

The case is attached. Answer the following questions: Question 1: Without knowing Gary Erickson’s age, where would you guess he falls in the four generations of workers as delineated by Zemke? Question 2: Consider the terminal and instrumental values in Table 5.1. Recalling that leaders are motivated to act consistently with their values, what values appear to be most important to Gary Erickson? Question 3: Clif Bar, Inc. possesses a definite set of organizational values. If you visit the company website ( ), you will see evidence of these values: “Fight Global Warming” and “Register to Vote” are just as prominent as information about the product. Knowing some of the values of Gary Erickson, how closely aligned do you think the organizational values are to the way the company actually operates?

Paper For Above instruction

Understanding the generational placement of leaders within a company, their core values, and how organizational values align with actual practices are critical elements in organizational behavior analysis. In this essay, I will explore Gary Erickson’s probable generational cohort based on indirect clues, analyze his personal values within the context of terminal and instrumental values, and evaluate the alignment between Clif Bar, Inc.’s organizational values and the leadership’s personal values. These components collectively shed light on how individual leaders influence and reflect organizational culture and practices.

Estimating Gary Erickson’s Generational Cohort

The first question directs us to estimate Gary Erickson’s placement among the four generations of workers as delineated by Zemke. Since the case does not specify his age explicitly, an inference based on available context is necessary. Gary Erickson co-founded Clif Bar, Inc., which was established in 1992. Given that typical entrepreneurs are often in their late 20s to 40s during the founding phase of their companies, it can be hypothesized that Erickson was likely born between the late 1950s and early 1960s. If so, he would align with the Baby Boomer generation, which spans from approximately 1946 to 1964 (Zemke, 2000).

Babies Boomer leaders tend to value achievement, work ethic, and social activism, qualities that are often reflected in their approach to business. Erickson’s emphasis on environmental sustainability and social responsibility within Clif Bar is consistent with the values associated with this generation. As Boomers are known for their entrepreneurial spirit and desire to make a meaningful impact, this makes the hypothesis plausible. Recognizing Erickson as a Baby Boomer helps explain his focus on core values beyond profit, particularly initiatives like fighting global warming and encouraging civic engagement, which are typical of his generational cohort.

Gary Erickson’s Core Values: Terminal and Instrumental

The second question revolves around analyzing Erickson’s likely core values—both terminal and instrumental—based on his behavior and the company’s organizational values. According to Rokeach (1973), terminal values are desirable end-states of existence, such as happiness, a sense of accomplishment, or social justice, whereas instrumental values are preferred modes of behavior like honesty, responsibility, or compassion.

From Erickson's leadership style and the values professed by Clif Bar, it appears that he highly values environmental sustainability (fighting global warming) and civic responsibility (registering to vote). These reflect terminal goals emphasizing social impact and environmental preservation—implying that Erickson likely prioritizes values like social justice, environmental harmony, and community involvement (Homer & Singh, 1994). Instrumentally, Erickson seems to uphold integrity, responsibility, and a caring attitude, fostering a corporate culture aligned with ethical conduct and environmental stewardship.

This alignment suggests that Erickson’s personal values revolve around making a positive influence on society and minimizing environmental harm through responsible corporate practices. Such core values shape leadership behaviors, influence decision-making, and foster organizational culture rooted in purpose and responsibility.

Organizational Values versus Actual Operations

The third question examines the degree of alignment between Clif Bar, Inc.’s stated organizational values and its operational reality, especially given the prominence of values like combating global warming and civic engagement on their website. The question considers whether the company’s actions mirror its declared values.

Clif Bar’s organizational values are explicitly socially responsible and environmentally oriented, reflecting the leadership’s personal commitment, particularly that of Erickson. Empirical evidence from the company’s sustainability reports, supply chain policies, and employee engagement initiatives suggests that Clif Bar genuinely integrates these values into its operational practices (Hawkins & Mothersbaugh, 2010). The company’s efforts to reduce carbon emissions, use sustainable ingredients, and advocate for societal causes demonstrate a strategic alignment of declared values with actual practices.

Moreover, many employees and stakeholders recognize Clif Bar as a leader in corporate social responsibility (CSR), implying that Erickson’s personal values have indeed permeated the organizational culture. However, the challenge in maintaining such alignment consistently underscores the importance of ongoing commitment and transparency. Overall, the company reflects the principles it outwardly promotes, reinforcing the link between Erickson’s personal values and organizational practices.

Conclusion

In sum, Gary Erickson’s leadership style and values are reflective of his probable generational cohort, possibly the Baby Boomers, with a strong emphasis on social and environmental responsibility. His core terminal and instrumental values emphasize purpose, integrity, and societal betterment, which align closely with Clif Bar’s organizational values. The evidence suggests that these values are not merely superficial but are genuinely embedded in the company’s operations, fostering a culture of reinforcement and authenticity. Understanding these dynamics highlights how individual values influence organizational integrity and social impact, guiding companies toward sustainable and socially responsible practices.

References

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