Patagonia is company that sells outdoor sports equipment and apparel, however, they are very much dedicated to their employees. They are committed to making the best products while causing the least possible harm to the environment. “An organic cotton garment is indistinguishable to the sight and touch from a garment made of conventionally grown cotton. Hence, one might think that any willingness on the customer’s part to pay a premium for organically produced cotton would have to arise from concern about the upstream effects of the cotton production (specifically, lower levels of pesticides and fertilizers that may affect ecosystems in and near the fields where the cotton is grown)” (Casadesus-Masanell, Crooke, Reinhardt, and Vasishth, p. 5). Revolutionary, durable outdoor gear and clothing are the assurance that products meet high expectations and have earned the company a loyal customer base. Patagonia recycles and use organic products for a healthier lifestyle. Their unconventional corporate culture is based on commitment to environmental, moral, ethical, and philosophical causes. “Despite its merits, Patagonia falls short in some areas, according to our judges. Although customer service was rated as excellent overall, one judge griped that the company’s unusually strong guarantee is “hidden’ and should be posted right at the top of the customer service page” (Ramaswami, p. 23). There are customer that join Patagonia to further the social responsibility efforts because they have great personal values. Employee benefits and their value were really a part of this company. In result, that produces a good quality employee.

Patagonia tries to foster psychological success for employees through meaningful work, health, family, and flexibility in doing their jobs. “Jointly, H1 and H3 indicate that providing cash rewards for goal attainment will lead to higher performance than providing tangible rewards through their effects on the difficulty of the selected goals” (Presslee, Vance, and Webb, p. 8). Employee satisfaction is boosted through job sharing, casual work clothes, flexible work hours, a childcare center at the headquarters, bonuses, and full paid medical insurance. Also, the employees are able to become a part of their environmental programs. Employees could take lessons during regular office hours to test new products. Patagonia pays wages to their employees to participate in organizations.

All employers can benefit from Patagonia because, for example, their employee retention rate is extremely low. “We rely on psychology research on salience, norms, and intrinsic motivation to form our predictions regarding how preventive and detective controls will affect employee performance and motivation. We expect that when formal control is activated, it will increase the salience of the employee’s goal to comply with various goals of the organization for which s/he is not explicitly compensated, despite the fact that it may conflict with the employee’s goal to perform strongly on the compensated dimension of his/her task” (Christ, Emett, Summers, and Wood, p. 433). In my opinion, employers like the federal government, the state, and the city should provide these types of benefits. Also, health providers should be included as well.

As a CEO, I would deal with criticism appropriately. Task-oriented leaders focus on getting the necessary task, or series of tasks, at hand in order to achieve a goal. These leaders are typically less concerned with the idea of catering to employees, and more concerned with finding the step-by-step solution required to meet specific goals. They will often actively define the work and the roles required, put structures in place, and plan, organize, and monitor progress within the team. The advantages of task-oriented leadership is that it ensures that deadlines are met and jobs are completed, and it is especially useful for team members who do not manage their time well. Additionally, these types of leaders will tend to exemplify strong understanding of how to get the job done by focusing on the necessary workplace procedures, thus can delegate work accordingly in order to ensure that everything gets done in a timely and productive manner. However, because task-oriented leaders do not tend to think much about their team's well-being, this approach can suffer many of the flaws of autocratic leadership, including causing motivation and retention problems. Those with specialized skill sets are in high demand and short supply, while the opposite rings true for the general workforce. Professionals focused on keeping their skills current in the most marketable areas often have multiple career opportunities. As a result, companies need to move quickly to recruit top talent and offer competitive salaries to get them on board. Social, oriented employees tend to be more genuine and caring towards the consumer. When the consumer feels that you care about them, you will forever have their business.