Reference no: EM132983807
CASE INCIDENT
Great Plains Software in Fargo, North Dakota, is a success story. Begun in 1983, today it employs 2,200 people, generates sales of $195 million, and was recently bought by Microsoft for $1 billion. Management attributes much of its success to the company's people-first strategy.
What does Great Plains do to facilitate its people-first culture? Managers point to the company's structure, perks, and its commitment to helping employees develop their skills and leadership. Great Plains has a flat organizational structure with minimal hierarchy. Work is done in teams and perks include casual dress, onsite daycare, aerobics, and dance classes. Management has a high degree of commitment to the development of its people. There is a long list of training and educational opportunities designed to help employees build their skill level. The premier program is called Leadership is Everywhere.
Doug Burgum, CEO, is convinced the People-First strategy works. Turnover is just 5 percent-far below the industry average of 18 to 25 percent.
Requirements: Answer the following questions
1. Putting people first has worked for Great Plains. If it is so effective, why do you think all firms have not adopted these practices?
2. Do you think a people-first approach is more applicable to certain businesses or industries than others? If so, what might they be? Why?
3. What downside, if any, do you see in working at a company like Great Plains?
4. What downside, if any, do you see in managing a company like Great Plains?
5. Some critics have argued that "People-first polices do lead to high profits. High profits allow people-first policies." Do you agree? Explain your position.
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