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Gene One Benchmarking

Running head: GENE ONE BENCHMARKING

Gene One Benchmarking
Introduction
      Gene One experienced good leadership. The company was on the cutting edge of the market for many years. They created a type of biotechnology that allowed them to grow into a $400 million company in eight years. The leadership devised a plan of action that would allow the company to grow in the current market and also become very competitive. The leadership was very structured and was a diverse culture. When companies are planning to make drastic changes it is important to effectively communicate those changes to the employees. If the changes are not communicated properly it can have adverse reactions on the company’s culture. In this paper, we will examine other companies with issues similar to what Gene One is facing. This benchmarking process is essential to properly formulating a solution to Gene One’s potential problems and opportunities.
Transformational versus Transactional Leadership
      Transformational leaders “…change the organization’s strategies and culture so that they have a better fit with the surrounding environment.” Transactional leaders help an organization “…achieve their current objectives more efficiently – by linking job performance to valued rewards or ensuring that employees have the resources needed to get the job done.” (McShane & Von Glinow, 2005, p. p. 428) At General Electric Company (GE), Jack Welch made sweeping changes to the corporate structure. (FundingUniverse, n.d.) His mix of transformational and transactional leadership energized employees to make GE successful. The management of UPS leaned more toward transactional leadership which often left employees feeling overworked. (FundingUniverse, n.d.) Sam Walton was another leader who used both transformational and transactional leadership styles to build the company. Gallery Furniture was also energized by John “Mac” McIngvale’s leadership. The current Chief Executive Officer (CEO) of Gene One,...