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Kevin Plank

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Kevin Plank

In question one on page 262 of our textbook, Human Relations in Organizations: Applications and Skill-Building, Robert Lussier asks if Mr. Plank’s motivation was to create a new category of performance apparel driven by extrinsic (hygiene) factors or intrinsic (motivator) factors, according to Herzberg’s two-factor theory. Intrinsic factors, or motivators, are higher-level needs such as esteem, self-actualization, and growth. These motivators come from the job itself. Extrinsic factors, or hygeines, are lower-level needs such as physiological, safety, social/existence, and relatedness. These motivators come from outside the job itself. (p. 243) Mr. Plank seems to be motivated by intrinsic factors. He is self-motivated and his perseverance, passion, and persistence regarding his business ideas are what made Under Armour a success. (p. 261) He is a pioneer in his field for his ideas and his products.
Question two asks which of McClelland’s manifest needs theory of motivation (achievement, power, or affiliation) are attributed to Plank. (p. 262) I believe Mr. Plank places the most weight out of these three on achievement. If ordered by significance to Plank, I believe first would be his need for achievement, second would be power, third would be affiliation.
Question three asks what evidence in the case indicates that job enrichment is a key part of the way work is done at Under Armour. (p. 262) Job enrichment is the process of building motivators into the job itself by making it more interesting and challenging. Managers can enrich jobs by delegating more variety and responsibility, forming natural work groups, making employees responsible for their own identifiable work, and giving employees more autonomy. (p. 254) To support these ways of enriching jobs, the case states that employees are called “teammates.” Additionally, Hanna, the director of women’s sports marketing, explains that the employees are supported with their problem-solving; they are expected to overcome obstacles using a “get-it-done attitude.” (p. 262)
Question four asks which of the theories from chapter 7- transformational, charismatic, or transactional leadership- best describes Kevin Plank. (p. 262) Transformational leadership is contemporary and behavioral in its view because it focuses on the behavior of the leaders. Charismatic leadership characterizes extraordinary forms of influence and is associated with the traits of exceptionalism, giftedness, and heroisms. (p. 210) Transactional leadership is contrasted to transformational leadership: “you do this, I will reward you with this.” (p. 211) Mr. Plank’s style of leadership most closely resembles a transformational leader. Transformational is about change, innovation, and entrepreneurship, all of which Mr. Plank demonstrated when he built Under Armour as a new business venture. (p. 210)
Question five asks which of the behaviors from chapter 6- passive, aggressive, or assertive- has Kevin Plank shown most in the case narrative. (p. 263) Passiveness is avoidance of behavior, involving self-denial and sacrifice. (p. 172) Mr. Plank is definitely not passive. Aggressive people are demanding, tough, rude, and pushy. They are competitive to the point of cheating, and don’t mind violating the rights of others. (p. 173) Mr. Plank is also not aggressive. Assertive people have a positive self-concept. They control their own behavior and are not threatened by others. They stand up for themselves without violating the rights of others. (p. 173) Mr. Plank demonstrates assertive behavior.
Question six asks which of The Big Five Model of Personality traits from chapter 2 -surgency, agreeableness, adjustment, conscientiousness, and open to experience- can be attributed to Kevin Plank. (p. 263) Surgency includes leadership and extroversion traits. (p. 33) When Mr. Plank sold the bracelets at a young age, he demonstrated this trait. (p. 262) Agreeableness traits relate to getting along with others. It includes such traits as compassionate, friendly, and sociable. (p. 33) He demonstrates agreeableness in his interactions with his employees, which is one reason they respect him. Adjustment includes self-control and being cool under pressure, conscientiousness is indicated by being responsible and dependable, and openness to experience is related to being intellectual, creative, and willing to try new things. (p. 33-34) By carrying out his dream of creating his new company from the ground up, Mr. Plank demonstrates these three traits. Thus, Mr. Plank demonstrates high capacities of all five personality traits.

References

Lussier, R. (2013). Human Relations in Organizations: Applications and Skill-Building (9th ed.).
New York: McGraw-Hill/Irwin.

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