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Growing a Team at LandCare: Excellence in the Field
Martin, Sean; Craddock, Jenny Case OB-1284 / Published July 22, 2019 / 25 pages.
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Product Overview

In October 2018, Mike Bogan, CEO of LandCare, a nationwide commercial landscaping firm, was concerned about the significant headwinds facing not only LandCare but the entire landscaping industry at the time. As LandCare struggled to hire and retain employees who could prove their legal working status in the United States, it faced fierce competition from small firms, which frequently did not play by the same rules. Hoping to attract and motivate the right workers, Bogan enacted significant organizational change at LandCare after he became CEO in 2014; these changes included new practices and systems to improve performance, increase employee satisfaction, and drive cultural shifts within the organization. When Bogan saw positive results from his initial round of changes, he continued to expand. Readers are presented with Bogan's decision of whether to implement two additional organizational design elements: "jersey technology," which would allow him to accurately track individual movement and performance of his frontline landscape teams, and a daily pay system, which could potentially provide his lower-income workers with money on a more regular basis. Students must use their emerging understanding of the organizational design model (ODM) to consider each of these new systems and debate whether either system should be implemented.


Learning Objectives

Introduce students to the organizational design model or the Nadler and Tushman congruence model. Demonstrate effective and ineffective methods of increasing employee motivation. Explore how different components of an organization fit together to drive results. Explore design elements and how they drive performance. Learn about multiple measures of performance. Find misalignments or incongruity in organizational systems. Discuss the building blocks of motivation: autonomy, mastery, and purpose. Learn about intrinsic and extrinsic motivation and the role of self-determination.

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  • Overview

    In October 2018, Mike Bogan, CEO of LandCare, a nationwide commercial landscaping firm, was concerned about the significant headwinds facing not only LandCare but the entire landscaping industry at the time. As LandCare struggled to hire and retain employees who could prove their legal working status in the United States, it faced fierce competition from small firms, which frequently did not play by the same rules. Hoping to attract and motivate the right workers, Bogan enacted significant organizational change at LandCare after he became CEO in 2014; these changes included new practices and systems to improve performance, increase employee satisfaction, and drive cultural shifts within the organization. When Bogan saw positive results from his initial round of changes, he continued to expand. Readers are presented with Bogan's decision of whether to implement two additional organizational design elements: "jersey technology," which would allow him to accurately track individual movement and performance of his frontline landscape teams, and a daily pay system, which could potentially provide his lower-income workers with money on a more regular basis. Students must use their emerging understanding of the organizational design model (ODM) to consider each of these new systems and debate whether either system should be implemented.

  • Learning Objectives

    Learning Objectives

    Introduce students to the organizational design model or the Nadler and Tushman congruence model. Demonstrate effective and ineffective methods of increasing employee motivation. Explore how different components of an organization fit together to drive results. Explore design elements and how they drive performance. Learn about multiple measures of performance. Find misalignments or incongruity in organizational systems. Discuss the building blocks of motivation: autonomy, mastery, and purpose. Learn about intrinsic and extrinsic motivation and the role of self-determination.