Evantage, Inc.

Analysis

Evantage, Inc
Analysis

Prepared for:
Professor Kyle Edgington, PH.D.
University of Texas at Dallas

By: Jeremy Edwards | Avin Hassan | Ryan

Paranzino | Juan Rodriguez | Cole Woods

Evantage, Inc. Analysis

Table of Contents

Company Overview ..................................................................................................................................... 2
A Morning at Evantage ............................................................................................................................ 4
Leadership ................................................................................................................................................... 5
Day-to-Day and Decision Making Behaviors .......................................................................................... 5
Transformational Leadership Behaviors ................................................................................................. 6
Power and Influence ................................................................................................................................ 7
Job Satisfaction ............................................................................................................................................ 8
Motivation ................................................................................................................................................... 9
Stress ......................................................................................................................................................... 11
Organizational Structure ............................................................................................................................ 12
Organizational Design .......................................................................................................................... 14
Recommendations ..................................................................................................................................... 15
One ........................................................................................................................................................ 15
Two ........................................................................................................................................................ 17
Three ...................................................................................................................................................... 17
References ................................................................................................................................................. 19

Evantage, Inc. Analysis

Company Overview
Evantage is a company located in Dallas, Texas, which specializes in the field of consulting in
acquisition and sales specifically for new businesses that are trying to get off the ground and start
succeeding as soon as they can. Evantage, as a company, was founded in the month of April of
2006 with the purpose of partnering with a telecommunications company in the Dallas area,
which Evantage continues to work with to this day. Since Evantage was born as a company, they
continue to thrive and expand, and as of August 2013, the company has 14 different offices. The
offices are not only located in the Dallas or even Texas area, but across nine different states in
America and they even plan on being international by the end of 2015. Moreover, Evantage has
created partnerships not only with major blue chip telecommunications companies, but they have
developed working relationships with major television, high speed internet, office supplies and
fiber optics companies as well. Since the year they were established of 2006, Evantage has
rapidly grown their portfolio of customers. As of today, the company has over 50,000 unique
customers who are partnered with Evantage to improve in the world as it relates to marketing and
sales. From the time when the company was first created, Evantage has evidently only gotten
bigger and more successful, and with the success and job satisfaction of the employees as a
whole and with a visit to their office, the general conclusion that can be made is that the
company will continue to succeed in the future and will only become more of a success as time
goes on.
As far as the mission of Evantage is concerned, they are a company with a set of goals for the
employees, the company within it of itself, and for the companies they work with and try to
make successful. As it relates to their goals within the company and for its employees, Evantage
attempts to make their own company more effective by providing employees with more
opportunities to advance through an employee's work ethic and the training programs which

Evantage, Inc. Analysis

Evantage offers to its workers. The opportunities that are offered to Evantage employees are
proposed in order to improve the work environment of the company, and through their leadership
development program, employees hope to run their own companies within twelve to twenty-four
months. Evantage develops in a manner that improves both their personal and professional skills.
The companys second goal is trying to create effective partnerships by making the companies
that they work with grow and be more successful. After all, the companys motto is We grow
companies! Evantage has a multitude of qualities that they want to ensure in order to keep the
relationships with other companies existent and in order to create new and stronger relationships
with different companies in the future. The three main qualities that Evantage strives to have and
to treat the companies with, which the company considers clients, are the qualities of honesty,
integrity, and professionalism. These are behaviors that Evantage hopes to partake in order to
have more quality and longer lasting relationships with the companies that they already work
with, as well as for future clients. As far as we as a group are concerned, based on the visit to the
Evantage office, we saw that the employees were treated with respect and the qualities that the
company says they strive for are definitely present in both the work place and in the work they
do in order to help other companies reach their goals. The visit to their office indeed showed that
these goals are aimed for everyday with a focus on the qualities of professionalism, respect,
honesty, and integrity. Each aspect of these behaviors that are demonstrated within Evantage is
exemplary. The most effective techniques and qualities that enhance employee commitment,
foster greater work ethic, and provide overall corporate growth are exhibited throughout the
company. Mr. Auwarter has created an environment that encourages teamwork, guarantees
upward mobility, and allows each employee a voice within the organization. The environment
also negates any negative behavior that may arise within larger organizations. The behaviors

Evantage, Inc. Analysis

currently exhibited will ensure the growth of not only the employees, but also the organization as
a whole.
A Morning at Evantage
Mornings at Evantage usually begin with a morning get-together before everyone disperses to
different job sites, so we began our observation there. The meeting began with a round of high
fives for both the employees and their UTD guests, before breaking into groups for that days
game. On this particular day, the name of the game was battleship, and the objective was to sink
the enemys ship by answering the questions an employee might encounter when speaking with a
customer. The game intensified as employees got competitive, however, we took a moment to
leave the room and speak with the few employees whose job responsibility did not allow them to
play that particular day. We spoke to several employees, to include, Kate Hopkins, Laura French,
and a new employee on his second day on the job, about their overall opinion, satisfaction and
values of their job. Overall, everyone we spoke with was content with their workplace and
enjoyed the day to day responsibilities of their job, but it was their environment, co-workers,
management, and promotion opportunities that employees valued most. After making our rounds
around the building, we returned to catch the end of the battleship game and caught the
announcements from the president. During the announcements, the most productive members
from the previous week were recognized and they got the opportunity to run the following
weekly meeting. Also, it was announced during the meeting that AT&T, one of Evantages best
customers, was handing out bonuses for the amount of applications each member received. Ryan,
one of the entry level employees, got promoted that morning to a leadership position and Jacob
Shackleford, a current leader at the Plano Evantage location, was leaving that week in order to
run his own office at a different location. There are four phases to getting promoted with

Evantage, Inc. Analysis

Evantage, and they are entry-level, leader, assistant manager, and owner, which are based on
performance. The meeting wrapped up with a final group huddle and motto from each of the
groups, and they all went their separate ways to do their particular business.

Leadership
The most important factor in motivating employees and improving productivity is quality
leadership. Great leaders within a company provide smooth functioning and overall
organizational success. Leaders also motivate their employees, accomplish complex tasks, meet
organizational goals, and provide effective guidance towards employees. Leadership within the
company of Evantage Inc. begins with the President and founder of Evantage, Chris Auwarter.
Mr. Auwarter began working in corporate organizations shortly after high school. Within a few
years he had settled into an entry-level outside sales position in Atlanta, Georgia. With his
experiences with corporate structures and outside sales directly, he chose to open his own
business in the DFW area. However, Mr. Auwarter chose to adopt his own strategy for
implementing and demonstrating leadership within his own newly formed business.
Day-to-Day and Decision Making Behaviors
Mr. Auwarter himself exhibits a delegative style of leadership. The organizational structure of
the company is most conducive towards this particular style, as each individual is responsible for
selling the product and developing customer relations. Mr. Auwarter merely offers
encouragement during the team meetings to all sales representatives, and then calls all team
leaders into his office to discuss specific strategies for the days operations, relegating the
decision-making and employee supervision to the team leaders. Once instructions are
administered to the team leaders, Mr. Auwarter spends the remainder of the day fostering current
customer relationships and overseeing the operations of the many offices located throughout the

Evantage, Inc. Analysis

country, ensuring the overall growth and development of the company. Considering an
individual owner directly runs the outside offices, the delegative style is beneficial for setting
boundaries and offering resources, yet remains outside of any specific deliberations regarding
operations.
Transformational Leadership Behaviors
In the organization itself, transformational leadership is the prevailing behavior exhibited
throughout the organization. Each morning, the entire team gather together to play different
games. These games aid the junior members in learning the specific information needed for the
company they are marketing. These games encourage group camaraderie, inspire members to
commit to the collective vision, and foster team building. These meetings are not limited to the
office during work hours, either. Every so often, the employees designate an event outside of
work to meet. These events can include anything from dinner at a designated restaurant, to
playing Top Golf at the closest location, creating a dynamic team atmosphere. With Mr.
Auwarter and the entire staff joining these events, inside and out of the office, each member
develops a heightened sense of commitment towards the organization, and aids in fostering a
collective sense of importance, rather than just the individuals own self-interest or goals.
Mr. Auwarter himself demonstrates an inspirational motivation style of leadership. Primarily
exhibited during the morning meetings, after the team building games have been played, Mr.
Auwarter provides an inspirational story involving an example of hard work and great ethic. The
particular morning we visited, Mr. Auwarter used Charles M. Schwab to demonstrate the value
of individual hard work, without the expectation of reward or praise that the work derives. This
example is particularly fitting given the organizational structure of the company, and the
individualistic nature of sales and marketing. The team members themselves demonstrate

Evantage, Inc. Analysis

individualized consideration. As junior members are promoted to team leaders or senior

corporate trainers, they begin to develop their own teams and provide leadership and guidance to
the new hires. The team leaders treat each junior employee under them as individuals, each with
their own specific needs and abilities, and aid their development to ensure that they become
successful themselves, and ensuring the growth of the company as well.
Power and Influence
Within the company, as so often exhibited my most, the leadership roles within the organization
maintains a chain-of-command style of structure. A new hire begins in the entry-level phase of
the company. As the employee progresses and demonstrates leadership ability, they are promoted
to a leader, one who builds their own team, and develops and mentors their hires to become
leaders themselves. The next levels within the organization consist of senior corporate trainers,
assistant managers, and ultimately becoming owners of their own office. This structure of
authority provides members with legitimate power, but only to a varying degree. Mr. Auwarter
himself ultimately decides many of the decisions made regarding employees, such as disciplinary
action.
With the companys principle of promoting from within entirely, this enables each individual
employee to learn not just general knowledge, but the techniques and skills needed for outside
sales. As each employee moves up within the organization, the employee begins to demonstrate
expert power amongst the junior members. The size of each office in terms of employees also
creates an atmosphere of closeness and bonding, which creates referent power amongst the team
members. Each employee appears to show acceptance, are incredibly supportive and helpful, and
use sincere forms of ingratiation. Because the ingratiation is outwardly exhibited towards all
employees, rather than to a superior to gain favor for self-advancement, the long-term influence

Evantage, Inc. Analysis

this provides creates a positive atmosphere of compliments and friendly behavior. Also due to
the closeness of the members in the organizational, there is little negative influence demonstrated
towards fellow employees. When an individual fails to meet sales projections or gain new
business, rather than team leaders or trainers providing pressure to improve their performance,
greater encouragement through enhanced training or demonstration is offered. The team
meetings in the morning also negate any coalitions that may form and eliminate any political
maneuvering that an employee may feel is necessary.

Job Satisfaction
Job satisfaction can be described as the degree of happiness an employer has towards their job,
and in the case of Evantage employees, there is a high degree of satisfaction. The value-percept
theory argues that the level of job satisfaction depends on the perception of the values provided
by the job. Pay is a big motivator for many employees, but it is always pleasant when an
employer doesnt have to worry about the amount of money he/she is making. When employees
of Evantage were asked about the factors they valued most about their jobs, not a single person
mentioned their salary. However, they did comment that they were very satisfied with their pay
when they were asked the question. There were other values that employees cherished most
about Evantage, since pay did not appear to be a big motivator to job satisfaction. Supervision,
coworkers, and environment are big motivators to job satisfaction and there is a large correlation
between these values within the company. Mr. Auwarter is an excellent owner who takes the
time to get to know his employees on a personal level. There was a conversation he had with
several employees and it was quite amazing that he remembered the names of all the spouses and
kids, as well as the events going on in each of their lives. His employees love his attention to
detail and love the feeling of being heard. Mr. Auwarter is open to suggestions and the

Evantage, Inc. Analysis

environment created in the company was a result of recommendations made by the employees.
The environment is very relaxed and one can often hear music coming from different sections of
the building. This type of environment encourages employees to be themselves and it helps
establish camaraderie between coworkers. One thing that stood out about employees at Evantage
was that there was a similarity attraction, although it wasnt clear if it was due to the
environment or if it was established during the hiring process. Even though 25 employees were
out of the office due to work engagements, it seemed that all the employees have a good sense of
humor, were outgoing, competitive, and fit well with the culture created by the company. The
work itself, the promotion possibilities, and altruism are also big in relation to job satisfaction.
Employees love their job and love what they do because they know they are helping others,
whether its by helping clients save money or by improving the quality of their products. For a
company such as this one that requires an employer to sell themselves in order to sell their
products, they have to love what they do in order to be successful. Evantage has a great set up for
promotion possibilities and employees place a high value on it. Promotions are set up in phases
(entry level, leader, assistant manager, and owner) and are based on performance. The most
productive and satisfied employees are the ones that get promoted the fastest and that is extra
motivation for an employer to work as hard as they can.

Motivation
Through morning meetings and daily work related games, employees are engaged in their jobs
because teams are very competitive and it takes knowledge of the profession to compete at a high
level and win. The expectancy theory states that employees are motivated when they expect their
efforts to be rewarded with desired outcomes. This comes into play with this company as a factor
of motivation, specifically self-efficacy as a factor of expectancy and instrumentality. Since all

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employees are highly trained and coached on different customer scenarios, they display high
levels of confidence and believe they have all the capabilities to be successful, and this selfefficacy helps increase their motivation to perform a job. Self-efficacy is important, especially
for a new employer, but seasoned veterans, such as Jacob Shackleford, rely on past
accomplishments, vicarious experiences, verbal persuasion, and emotional cues. Employees such
as Jacob know what works and what doesnt based on past experiences and live vicariously
through discussions with fellow co-workers when going into new areas. The fear and anxiety
they once displayed as emotional cues have been replaced with pride and passion for their job as
they display a high degrees of confidence. They no longer need to be verbally persuaded as they
are masters of their craft, but take the time to motivate newer employees through pep talks and
advice.
Because many customer companies offer bonuses based on employee results, such as AT&T, it
sets the stage for the goal setting theory. This theory identifies goals as primary driver for the
amount of effort that is put in and is a big factor to motivation within a company. Specific and
difficult goals should be assigned, such as Mr. Auwarter challenging all his employees to attain
the minimum of nine application downloads in order to receive the max bonus amount, in order
to get the highest level of performance from the employees. Through this challenge, Mr.
Auwarter shaped his employees self-set goals and created new task strategies, especially for the
employees who were not planning on maxing out on application downloads. Feedback is
important when reaching for your goals and it is very helpful that employees are asked where
they stand and given advice in the morning meetings. Management at Evantage go that extra
mile to motivate their employees and help them achieve their goals, and it is that motivation that
helps them stay committed to the task.

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Stress
Stress is something that every employee at every company must manage every day. The
employees at Evantage are no exception, when asked how many times they felt stressed during a
normal, responses averaged to be ten to twenty times a week. A few employees also reported
seeing other coworkers who failed to cope with their stress at times.
Some sources of stress are very clear and come with the territory and the work itself. For
example, the stress of closing a deal or working with an upset customer can be stressful in any
organization. However, one stress source stems directly from company structure- working off
100% commission. This means if you cant make or close a deal, you dont get paid, if you dont
get paid, you dont eat. This stress is easily amplified when being a leader when your leadership
can determine the payout of others, and many employees have families to support as well.
Clearly there pressure to preform and this commission compensation method is risky, but the flip
side is that when you do perform and perform well, the reward can be substantially higher- to the
point of being able to run your own office if you consistently bring in customers.
Other stressors are intentionally introduced to the Evantage team. We had the opportunity to
observe a warm up activity before the employees split up into their respective territories. The
activity was battleship, and the basic concept was the same as the board game- sink the teams
ships by firing shots into a grid. However, there was one major difference, in order to earn a shot,
a member from each team had to step up and race each other to find the answer to very specific
questions regarding the product Evantage was pitching. Members would furiously dig through
their field book to find the answer and show the facilitator. There was a very distinct difference
between this stress and the stress we observed in the field the employees were viewing the
stressors as challenges. Each team member was involved in some way, supporting the others,

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instead of fearing the challenges before them; the teams were excited and willing. Even when the
rules became stricter, increasing the difficulty of the game, the members kept pushing each other
and working together and bring the stress to a minimum. Even with the real risk of financial
instability, many in the Evantage crew seemed to be coping with their stress. The transactional
theory of stress explains this fairly well, which explains how stressful demands are perceived and
evaluated, as well as how people respond to the perceptions and evaluations. Ultimately, most of
the time the team members appraise and interpret the stressors they encounter as challenges.
When asked what their primary reason for managing their stress well was, members attributed
themselves and their attitude/mindsets as the primary reason for handling and managing their
stress well.

Organizational Structure
Organizational structure properly determines how jobs and tasks are divided and coordinated
between individuals and groups within a company. It can have substantial impact on the
organizations financial performance and aptitude to administer its employees. There are five key
elements to an organizations structure. The first element is work specialization, which refers to
the way in which tasks in an organization are divided into separate jobs. The company is divided
into four different groups of people which lead the employees to be successful in the work place
and when working with clients. At the top of the company structure is owner, which currently
only consists of the president of Evantage, Chris Auwarter. He is in charge of seeing of all other
groups within the company and determines all of the major decisions in the organization. The
Recruiting and HR teams oversee all of the office operations and are responsible for relaying
information to the staff of the company as a whole and to the clients that they work with in a
positive and timely manner. The Assistant Managers are active leaders who handle the entire

Evantage, Inc. Analysis

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team and give tasks to the lower level employees. There are the Senior Corporate Trainers who
are responsible for five to ten people and the Corporate Trainers who are responsible for up to
five people; they coach and mentor new employees. The Account Executives handle multiple
roles, such as outside sales, training new employees, interviewing and recruiting, data
management and business admirations. Finally, the sales representative handle sales and
marketing. The second element in organizational structure is chain of command, which generally
asks the question Who reports to whom? Evantage is very open door; every employer has
access to the owner, Mr. Auwarter. For the main part, Recruiting and HR teams report to the
owner while Assistant Managers report to Recruiting and HR teams, as well as the owner. The
Corporate Trainers report to the Assistant Managers as the Account Executives report to the
Corporate Trainers. As you can tell, it is a chain of commands. The third element in
organizational structure is span of control, which represents how many employees each manager
in the organization has responsibility for. As stated by Mr. Auwarter, the assistant mangers
handle the entire team. The fourth element is centralization, which refers to where decisions are
formally made in organizations. At a large, most decisions are made by the owner to Evantage,
Mr. Auwarter. However, the team of Recruiters, Assistant Mangers, and Senior Corporate
Trainers are involved weekly in a meeting where they plan out the week ahead, business trips,
and any aspects that can grow the business. The company generally has a highly centralized
structure. The fifth and final element in organizational structure is formalization, which is the
degree to which rules and procedures are used to standardized behaviors and decisions in an
organization. Evantage has their basic company policies, such as positive attitude, teamwork,
being on time and getting work done in a timely manner. This shows self-management and it is
important to illustrate these traits before being promoted and responsible for others in the

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company. They also have a trend report which judges the teams overall performance and shows
who is being a pacesetter. Overall, Evantage is a mix of organic and mechanistic organization,
which means they thrive in stable, yet dynamic environments, and it is quite contradictive. As far
as mechanistic goes, they are typified by a structure that depends on high levels of formalization,
have an unbending and hierarchical chain of command, high degree of work specialization, a
centralized system of decision making and a narrow spans of control. As far as organic
organization goes, the company is flexible, adaptive, and outward focused. They do have a
dynamic environment because they believe in challenging themselves to push the limit, come up
with new ideas and look for ways to improve their craft. Also, the company is always looking to
advance and promote employees rather quickly.
Organizational Design
Organizational design is the process of creating, selecting, or changing the structure of an
organization (Colquitt 511). Evantage ideally structured their organizations to fit their specific
circumstances and needs. They have separate rooms in their suite for the different levels of
employees working for the company and some even set out to do the work in a different state,
Oklahoma. They also developed the sales training and management training themselves to best
suit the particular desires of the company. Evantage currently has fourteen offices throughout
nine states, and are planning on opening four more before January of 2015. They also plan on
going international and have at least thirty offices by the end of 2015. Generally, Evantage has
what is called a bureaucratic structure, which refers to an organizational form that exhibits many
of the aspects of the mechanistic organization. The most basic form of a bureaucratic structure,
which accurately describes Evantage, is the functional structure. This structure groups employees
by the functions they perform for the organization, such as employees with the same level of
expertise. Leaders in the company are grouped together, while the trainers come together and

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coach new employees. When asked if Mr. Auwarter planned on changing the structure of the
organization, he stated that the company is always open to ways to change for improvement in
any way. They believe that core values will never change, such as positive attitude, integrity and
teamwork. Overall, the visit to the company shows that Evantage is structured well and is
coordinated in a way that will allow the organization to continue to succeed, as well as continue
to improve in the foreseeable future.

Recommendations
One - Organizational Structure- When analyzing the organizational structure of the company, the
fundamental concept exceeds in creating dedicated employees who progress through the ranks
and believe in the company. The structure also, at each level, further develops the skills and
knowledge to succeed at their present position, and prepares them for the next. However, there is
a cause for concern pertaining to an underlying issue that the structure implements. Traditionally,
limiting the upward ascent of talented individuals into roles of greater importance, before the
individuals have had adequate training to manage or coach others, or before they have fully
realized the benefits of studying behavioral issues, has been studied by many organizations. For
this reason, great care and consideration is paid to whom and when the organization promotes.
Thus far, Evantages corporate structure has paid dividends in developing both the employees
and company itself.
Despite the current success, however, a note of caution should be addressed as the company
grows larger and expands throughout the United States, and that caution is the speed at which
team members progress through the ranks of the company. As Mr. Auwarter disclosed in the
conversation, the initial phase that an employee progresses through should last no longer than
four to six weeks. Once a new hire demonstrates that they are prepared to lead a team of their

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own, they are promoted to the next phase and have the ability to build their own team. This
progression continues until eventually the employee can demonstrate that they are able to lead an
office of their own. The issue that arises is the rate at which the employees progress from within
the organization. In a standard organization, to achieve to the level of not only assistant manager,
especially to an owner of a semi-independent office, the achievement typically takes numerous
years. However, the process for this company takes a considerably shorter amount of time. This
has not created an issue as of yet, but, it could potentially pose a threat. Eventually an employee
will not be fully prepared for the responsibility undertaken when the employee ventures out on
his or her own. If this were to occur, the employees within that office will suffer and inhibit their
growth within the company, as well as the company overall. This situation could potentially
create a negative response towards the company, which may reverberate amongst other current
and prospective clients. Not all exemplary sales and marketing employees are necessarily
predisposed to succeeding in managerial positions. A more cautious, deliberate, and exhaustive
approach should be implemented within the organization in order to foster successful and
uneventful corporate growth within the industry.
Evantage is located in a suite of a building, which might seem a little small to some employers
and clients. The morning we visited Evantage, we felt a little crowded in the office. The
company has quite a bit of employees, and although all of them might not be in the office at the
same time, it might be beneficial to the organization if they expanded their space a little more,
just so that all of the employees could sit comfortably. New employees are always coming into
the organization and older employees are getting promoted often. Although the space might seem
to work for them now, we see the company growing larger in the future, which may mean they
will need more office space to accommodate to the employers need so that they could do their

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job contentedly. A suggestion would be to maybe open up their own little building and have
different levels for the all types of employers.
Two - Stress- First, our visit at Evantage was not completely comprehensive so some suggestions
may be void due to recent implementation or unknown initiatives. With that said, a gap seemed
to be apparent in regards to some team members stress. When considering a 100% earnings
setup employees are under enormous pressure to preform and naturally in sales, not every
customer will buy for any number of reasons. Regardless of why, customers dont buy products
and the fact is sometimes they just dont. It seemed the approach to helping employees help
manage this stress was only through field training. There was no apparent stress management
system for employees who were struggling to meet quotas during the short term. It could be
beneficial to the Evantage team to have some a program an initiative to train employees on how
to focus on decreasing their hindrance stressors and avoid strain (Colquitt, 151). This would help
employers stay focus on their tasks and do the best that they can possible do in the workplace.
Three - The four-phase set up on promotion is a great motivator because it is based on job
performance and how employees dictate the speed at which they want to be promoted. Everyone
starts out in the entry level phase, but if an employee puts in the time and effort, they will go
through the phases of leader, assistant manager, and owner fairly quickly. Once you achieve the
level of assistant manager, new opportunities begin to present themselves both within the
organization and with outside companies creating a problem with turnover and organizational
commitment. While many employees will demonstrate affective commitment to the organization
because of the high levels of motivation and job satisfaction, it is always a difficult decision to
make when presented with an offer you cant refuse from a reputable company. The day of our
visit to Evantage, it was mentioned that Mr. Jacob Shakleford was leaving to run things at a

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different location within the organization, and while it is always good to see someone be
promoted, there is always that fear of a drop in quality when there is turnover. Evantage opens
many doors and opportunities to its employees, especially after they gain valuable on-the-job
experience, and it is important that a system be set up in order to reduce the possibility of
turnover in order to keep those high quality employees. As far as major recommendations on
motivation and job satisfaction, keeping their employees after putting in months of work and
training is essential, but the next recommendations are nitpicking the company solely because
they left little room for improvement and recommendations.
Employees at Evantage play games such as jeopardy and battleship in order to keep themselves
up to date with company policies and standards. While this is a great idea, the level of
camaraderie it creates while refreshing employees with valuable company information, the rules
of the game were disagreeable. After a question was asked, employees were told to find the
answer in their information binder to receive credit, but this seems unfair to those employees
who know their job like they know the back of their hand. In a competitive game between
coworkers, knowledge should be rewarded so that others are encouraged to learn the information
and recall it at will. Also, while were on the subject, employees have been playing battleship for
several weeks now and no team has been able to complete the game and sink the other teams
ship. Therefore, a suggestion would be put into place by changing the rules so that there will
finally he a winner, maybe by possibly having bigger ships or a smaller are map.

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References

(2014, January 1). Retrieved November 10, 2014, from evantageinc.net

Colquitt, Jason, Jeffery A. LePine, and Michael J. Wesson. Organizational Behavior: Improving
Performance and Commitment in the Workplace. New York: McGraw-Hill Irwin, 2011.
Print.
Chris Auwarter | Owner of Evantage Inc.