OB221 Team 1 Final Paper

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2009
Final Paper
GreatPoint Energy
Team 1 – OBillionaires
OB221 Professor Jack McCarthy
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TABLE OF CONTENTS
Table of Contents 1
Introduction 2
The Organization of Great Point Energy
Leadership 2
Motivation 4
Communication and Interdependency 5
Values 8
Employee Relationships 9
Conclusion 10
SARAH ALVY ASHITA GOPAL
Our Recommendation
The Future of GreatPoint Energy
End Notes 12
Appendices 16
CHRIS GORDON MANUEL HADJIBAY
Interview Transcripts 30
Thank You Notes 54
Works Cited 57
TERESA KIM MIN SON

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Introduction
GreatPoint Energy (“GPE”) was founded in 2004 by Avi Goldberg, Aaron Mandell and
Andrew Pearlman in Cambridge, Massachusetts with the idea of developing a proprietary,
highly-efficient catalytic process, known as hydromethanation, (Appendix J) by which coal,
petroleum coke and biomass are converted directly into low-cost, clean, pipeline quality natural
gas, while allowing for the capture and sequestration of carbon dioxide.1 GPE was recognized by
BusinessWeek as one of the “Top 25 Companies to Watch in Energy Tech” and has been
awarded as the overall winner of the 2009 Going Green East 50 competition.2, 3 (Appendix F)
GPE has proved itself the underdog in the increasingly competitive industry of green energy.
Observation of its culture, values, motivation and characteristics exposed why it is on its path to
great success.
The Organization of GreatPoint Energy
As a startup company, GPE currently employs fewer than 100 employees. This characteristic has
made its culture distinctive through its artifacts, shared values and shared assumptions.
Observations of the close-knit environment show that the culture is based on interdependence
and employee relationships. Moreover, the employees are consistently motivated by the idea of
creating a “greener world,” which has created innovations such as Bluegas and
hydromethanation.
I. Leadership
Our concept of yesteryear’s leadership has gone and reshaped itself. The image of a controlling
and commanding boss has been erased and replaced with bosses of strategic vision and
empathy.4 The co-founder of GPE, Avi Goldberg, represents this change and the effect of his
leadership is seen through his empowerment of employees in the company. Unique to GPE is its
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flat level of hierarchy. Plant Engineer, Nicole Chaplin commented that “if we’re working on
project development and there is need for technical assistance from a manager, you don’t need to
go through a lot of channels to get help. You basically just yell at the person next to you and say
‘what do you think of this?’” 5 This exemplifies that the role of leadership in this company is
broadly distributed rather than reserved for the CEO. GPE’s commitment to keeping its shared
leadership image has helped sustain its organic culture and helped orient a participative path-goal
leadership environment. All managers at the research plant strengthen the effort-to-performance
expectancy by giving support, alignment and supplying all resources necessary and help needed
for the employees to complete their tasks in an efficient manner. Managers at GPE use their
leadership behaviors to motivate and influence employee performance to boost goal attainment.
Chaplin also commented saying that because of the company’s relatively small size it leads to a
greater amount of individual responsibility and thus a motto at GPE is “let’s just get the job
done, let’s not overanalyze, we must always get to the next step.”6 Striving to always get to the
next step entails that management pushes to align employees to work together to get the job done
efficiently. “The idea of getting people moving in the same direction appears to be an
organizational problem. But what executives need to do is not organize people but align them.”7
GPE is a technology driven company; not all aspects of leadership draw from
interpersonal skills, but rather more technical skills. Charles Powell, plant manager said that “as
a general rule, I’d say that my interpersonal understanding is critical, but in research my
technical skills come back to play.” 8 Leadership is defined as “influencing, motivating, and
enabling others to contribute toward the effectiveness and success of the organization of which
they are members.” 9 All leaders of the company have knowledge of the industry and business,
self-confidence, integrity, and a drive for achievement to pursue the companies’ objectives and
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high reach goals. 10 This flat level of hierarchy suits the company well since it is only doing
research as of now, however, once the company markets at a commercial level, the structure of
its leaders will change dramatically.
II. Motivation
Employee motivation is a crucial component in any successful organizations. Because
“emotions play a central role in employee motivation”, it is important to create and maintain a
positive environment for employees.11 Every information we receive and share is unconsciously
tagged with emotional markers; consequently, emotional drives indeed affect logicality and
productivity of business.12, 13, 14 Therefore, GPE uses both extrinsic and intrinsic motivators as
tools to empower their workers while fueling the main underlying motivational drivers to bond,
acquire, learn, and defend.15
Many of GPE’s managers agreed that their main extrinsic motivators are a large salary,
stock options, gym membership ($500/year), and a fully stocked kitchen which increases
opportunities for informal interaction.16 GPE’s employees have the drive to bond (Appendix A)
with the increased level of informal and interpersonal relationships when sharing a simple snack
or bonding over a lunch break. With these aspects in mind, the employees at GPE desire to work
efficiently because of the beneficial and tangible rewards it offers.
Aside from its extrinsic benefits, GPE does not overlook the importance of intrinsic
motivators.17 Thomas Robinson, VP of Projects and Operations, stated that it is important to
“create a climate for motivation to flourish…with no walls or structure.”18 The horizontal and
informal structure of the company allows employees to communicate easily unlike other
companies with formal organizational structures; this comfortable environment gives employees
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a sense of a family-like unit and further increases employee involvement with more risk-taking,
which can be explained by the four-drive theory.19
Because an organization’s culture is linked to its motivational success, it is important to
understand GPE’s invisible shared values and assumptions. (Appendix B) Its friendly
atmosphere fosters common values and assumptions in providing positive feedback by showing
recognition of another’s hard work, which empowers its workers. (Appendix C) Robinson and
Ron Ewan, Project Manager, show appreciation to their co-workers by verbally thanking them or
giving a simple pat on the back which satisfies an employee’s drive to acquire.20 Ewan even
purposely shows gratitude to his co-workers by emailing upper management of an individual’s
hard work.21 Also, GPE’s shared values of creating a more environmentally friendly, clean
technology explains their drive to defend the environment.
Since motivation is additionally derived from the “desire to learn new skills or contribute
to an organization,” Chaplin, a young and eager employee, has an inner drive to learn more from
her fellow co-workers because she sees them as intelligent and hard-working.22
III. Communication and Interdependency
Communication and a strong interdependence both foster and enable work coordination,
organizational learning, decision-making, and strong employee relationships. Therefore,
effective communication is essential to almost all organizations interdependency and no
company can exist without it. Chester Barnard, a famous telecommunication CEO, said, “an
organization is born when there are individuals who are able to communicate.”23 GPE, being a
young company, excels in strong communication skills with employees, management, board of
directors, as well as with offices around the nation through effective team meetings, use of
technology, relationships among employees and norms.

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Employing weekly team meetings is just one example of how GPE focuses on
communication. Within these team meetings, employees gather to share ideas, find areas for
improvement, and give feedback and plan for the new plant in Texas. (Appendix F) Furthermore,
because it is a young company, Jaime D’Angelo, Vice President of Human Resources, states “the
company is trying to steer away from this [formal performance evaluation] and focus more on
constant feedback, communication” to achieve more productive working environment.24 What
makes the communication with in the company so effective is that employees at GPE are all a
part of a high performing team. What classifies GPE employees as a high performance team is
the diversity of atmosphere they work in. The employees come from very different backgrounds,
some with PhDs from elite schools, others with work experience, and some who are recent
graduates from college. The more differences that exist on a team, the smarter it can be. As
D’Angelo describes, “many professionals will find themselves defending their views and
positions and conflicts will most likely arise. What needs to be prevalent is the idea that
everyone is focused on the same goal and healthy disagreement is good sometimes because it
produces many good ideas which can be used.”25 A diverse set of skills, experience, and
knowledge needed to divide tasks effectively almost precludes high levels of friendship. GPE
employees exhibit this through the personal level of relationships and friendships the employees
maintain outside the work force. Having a fully stocked kitchen and barbeques on site also
doesn’t hurt the case when it comes to building team bonding.
GPE’s friendly, warm, family-like environment with minimal hierarchy encourages its
employees to communicate less formally. However, such unstructured and informal grapevine
communication has high possibility of causing rumors and gossips during the times of
uncertainty.26 Consequently, the grapevine can cause communication barriers in which

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employees misinterpret messages due to their established perceptual biases.27 Powell reveals that
the earlier founders of the company, concerned with negative aspects of less formal
communication, “are trying to build a more vertical arrangement.”28 However, he describes the
company’s communication process should be “even more horizontally structured.”29 As all other
interviewees prefers communicating informally, it proves that the most efficient, effective, and
appropriate communication occurs when its medium fits the organization’s social influence such
as team norms, individual preferences, work routine, and culture.
The nature of the company also requires strong communication and interdependency
when it comes to being in contact with offices outside the Boston area. When it comes to the
work process of GPE, much of the research and development portion is conducted in Chicago
offices, thus it is extremely crucial that constant contact is kept especially when small-scale
models are being sent to the plant for initial testing. To ensure that information is up to date and
communicated effectively GPE implements information technology to their advantage for more
efficient communication process. Not only do the employees constantly use the internet,
telephone, e-mail and instant messaging to share and exchange their information one another, the
company seeks to use telecommunication as inter-department and inter-plant scale through the
use of walkie-talkies and other radio communication systems. As company expands, the role of
communication has become even more vital. With the new building of the power plant in
Houston, TX next year, top managers expect to oversee operations and employees through the
constant use of email and video chatting.
Any organizations experience problems from communication which are often emotional
conflicts. Therefore, it is an organization’s best interest to create and encourage communication
that effectively manages conflict as well as minimizes problems. D’Angelo once again has the
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responsibility of making sure that everyone in the office is happy and satisfied, and if by chance
there is some conflict, it is dealt with efficiently. GPE uses what they call a progressive
discipline policy. (Appendix C) Employee satisfaction is a very important to GPE and being a
small startup company, enough focus is given to each individual making the environment very
personal and comforting.
V. Values
In 2004, GPE was founded on the desire to create green energy. Within the past five
years, GPE has clarified that their espoused values include creating an efficient and
environmentally friendly process that will convert common minerals into alternative energy. The
company’s enacted values support this declaration as they created and received the patent
(Appendix G) for their Hydromethanation process. GPE also values Corporate Social
Responsibility (Appendix F). This is exemplified through their hydromethanation process, as
described by Elizabeth Shogren, “The catalyst also enables GreatPoint Energy to separate out
about half of the carbon dioxide, a chief cause of climate change… Other pollutants also are
removed at the plant, which makes the product much cleaner than the synthesis gas produced by
other gasification processes.”30 As described by D’Angelo, two other essential values that GPE
possesses are integrity and safety.31 Thus, GPE has appointed their lead operator, Ewan, the task
of creating a safety manual that will be applied to all company plants. Additionally, the company
values interdependency and employee relationships, which is strengthened by their horizontal
structure. However, to allow an employee to become an integral part of the company,
management must make sure that there is value congruence. As described on the company
website, “The strong entrepreneurial values and integrity of our founders are reflected
throughout the members of the GreatPoint Energy family.”32 To further support this point, when
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asked if there are discrepancies between his values and the company’s values, Robinson replied,
“We have aligned values.”33 Thus, to work at GPE, one not only need to be qualified but must
also possess intrinsic motivation to create an eco-friendly source of energy. To persuade the
qualified employees to work at GPE, the company offers superior benefits (Appendix F) as well.
For further information on GPE’s values, refer to the Schwartz and MARS models found in the
Appendix H and I.
VI. Employee Relationships
In the workforce, it is the employee relationships that a company possesses that will
determine how successful that company will be in the future. Relationships are
multidimensional, situational, and are a part of every aspect of a company.34 An aspect that all
relationships have in common is that they all rely on the same attributes. At GPE these variables
lead to relationship strength and future commitment. (Appendix D, E, F) Without out all of these
attributes present in a relationship, the relationship is less likely to be positive and excel. Because
of the existence and high levels of these attributes, GPE has strong employee relationships
needed for growth and success well into the future.
As previously mentioned, leadership is the foundation of positive relationships at GPE.
(Appendix F) The small size and stage of development that GPE is currently operating within
creates an opportunity for leadership to have a lasting effect on the relationships of its
employees. Leading by example and motivation are aspects of leadership that GPE thrives in.
Communication (Appendix F) and balance of power are essential to the strength of
relationships within the company. Also previously mentioned communication is straightforward
with no middle-man involved. This enables the relationships to be truthful and efficient; no one
worries about hurting each other’s feelings. Ewan describes the communication as “I just say
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what needs to be said”35
Balance of power (Appendix F) is a product of communication. The managers at GPE do
not place themselves on a pedestal above the employees and through their relaxed
communication channels, employees feel that they can say what needs to be said to whom it
needs to be said to with no hesitance. In turn this creates a level of equality within the company.
The common goals, values, and cooperation (Appendix F) at GPE are astounding.
Robinson says that, “we have the future in mind. We want long-term technology that will
improve the environment. So our main value is focusing on how to improve that.”36 Everyone at
GPE is focused on the future of the company and what it can bring, this focus shows what the
goals and values of the company are, and when the goals and values are aligned cooperation is
automatic. Ewan states, “My only motivation is what the future of this company can bring.”37
Relationships can have all of the attributes listed above but without trust the relationships
are not strong enough to carry a company forwards (Appendix E, F). Ewan looks for trust in
those he works with. He says, “I look for go-getters. I do not like micro management and I trust
that my co-workers will do what needs to be done with me asking them to do it.”38
Commitment (Appendix F) is the last variable that completes an employee relationship.
The employees that work at GPE are committed to the company’s goals because they know that
the possibilities of achievement at GPE are endless.
Conclusion
In the coming years, GPE will experience challenges in maintaining their culture during
expansion phases. In the short-term, once the company commercializes its process, it will send
many of their current employees to Texas in an attempt to transfer their cultural ideology to their
commercial plant. However, the company will change one aspect of their culture, as top
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management is looking to create a more vertical structure. Also included in the company’s future
outlook is an expansion into China and India, two countries with a rapidly growing energy
market. Although GPE could achieve exponential success by expanding internationally, the
company’s culture might experience significant changes. For this reason, top management must
first decide whether to change the culture in foreign plants to adapt to the societal norms or to
impose their current culture in those plants.
After reviewing the company’s future outlook, we have developed certain
recommendations that will help them achieve long term success. However, due to the different
societal norms domestically and internationally, the company must customize their expansion
methods for each new plant. With regards to the plant in Texas, we understand the company’s
desire to become more hierarchical, but to achieve success, we believe that among top
management and the managers in all of the company’s offices and plants should stay
interdependent, and have a flatter-hierarchy among them. Additionally, management must create
a formal feedback system. This will not only strengthen communication in the company, but it
will also allow management to preserve the company’s culture. However, once GPE expands
internationally, we believe that it is foolish to assume that by imposing their current culture in a
foreign location, GPE will achieve the same success that they’ve experience domestically. We
recommend that certain aspects of the current culture, such as their values, dependence on
communication, and strong leadership should be transferred to foreign plants to ensure that GPE
will experience the same cultural and structural success that it has today.
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End Notes
1. GreatPoint Energy, “Our Company: About.” http://www.greatpointenergy
.com/about.php (accessed November 17, 2008).
2. A. Aston, P. Engardio, and J. Makower, "25 Companies to Watch in Energy
Tech," BusinessWeek, http://images.businessweek.com/ss/09/07/0714_sustainable
_planet/12.htm (accessed November 21, 2008).
3. E. Ring, "GoingGreen East 50 Winners," AlwaysOn, February 2009.
http://alwayson.goingon.com/permalink/post/31372 (accessed November
19,
2009).
4. S. L. McShane and M. Glinow, Organizational Behavior: [essentials] (New York:
McGraw-Hill Irwin, 2009), 231.
5. Nicole Chaplin, interview by Sarah Alvy. October 27, 2009.
6. Nicole Chaplin, interview by Sarah Alvy. October 27, 2009.
7. J. P. Kotter, “What Leaders Really Do,” Harvard Business Review, Breakthrough
Leadership (2001): 90.
8. Charles Powell, interview by Chris Gordon. October 27, 2009.
9. S. L. McShane and Mary Ann Von Glinow, Organizational Behavior:
[Essentials], (Boston: McGraw-Hill Irwin, 2009), pp. 231.

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12. A. R. Damasio, Decartes’ Error: Emotion, Reason, and the Human Brain (New
York: Putnam Sons, 1994)
13. J. E. LeDoux, “Emotion Circuits in the Brain,” Annual Review of Neuroscience
23 (2000), pp. 155-84
14. P. Winkielman and K.C. Berridge, “Unconscious Emotion,” Current Directions in
Psychological Science 13, no. 3 (2004), pp. 120-23
15. N. Nohria, B. Groysberg, and L. Lee, “Employee Motivation: A Powerful New
Model,” Harvard Business Review 86, no.7/8 (July-August 2009): 80,
http://web.ebscohost.com.ezproxy.bu.edu/bsi/pdf?
vid=10&hid=5&sid=e9e09fe7- beb1-42a1-993f-
eb7338f608c9%40sessionmgr10.
16. Jamie D’Angelo, interview by Ashita Gopal, Fall River, MA, October 27, 2009.
17. G. Morse, “Why We Misread Motives” Harvard Business Review 81, no.1
(2003): 18, http://web.ebscohost.com.ezproxy.bu.edu/bsi/pdf?vid=1&hid=
5&sid=adbbf693-b900-430e-81bb-58a178d2522a%40sessionmgr14.
18. Thomas F. Robinson, interview by Teresa Kim, Fall River, MA, October 27,
2009.
19. G. L. Neilson, K. L. Martin, and E. Powers, “The Secrets to Successful Strategy
Execution,” Harvard Business Review 86, no. 6 (2008): 4,
http://web.ebscohost
.com.ezproxy.bu.edu/bsi/pdf?vid=1&hid=5&sid=18e79366-db74-499b-8bee-
bf1a808e5dbd%40sessionmgr12 (accessed November 18, 2009).
20. Ron Ewan, interview by Chris Gordon, Fall River, MA, October 27, 2009.
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22. Nicole Chaplin, interview by Sarah Alvy, Fall River, MA, October 27, 2009.
23. C. Barnard, The Functions of the Executive (Cambridge, MA: Harvard University
Press, 1938).
25. Jamie D’Angelo, Interview by Ashita Gopal, Fall River, MA, October 27, 2009.
26. C.J. Walker and C.A. Beckerle, “The Effect of State Anxiety on Rumor
Transmission,” Journal of Social Behaviour & Personality 2 (August
1987), pp. 353-60; and M. Noon and R. Delbridge, “News from Behind My
Hand: Gossip in Organizations,” Organization Studies 14 (1993), pp. 23-36
27. J. Kruger et al., “Egocentrism over E-Mail: Can We Communicate as Well as We
Think?” Journal of Personality and Social Psychology 89, no. 6 (2005),
pp. 925- 36.
28. Charles Powell, interview by Manuel Hadjibay, Fall River, MA, October 27,
2009.
29. Charles Powell, interview by Manuel Hadjibay, Fall River, MA, October 27,
2009.
30. E. Shogren, “Turning Dirty Coal into Clean Energy,” NPR April 2006.
http://www.npr.org/templates/story/story.php?storyId=5356683 (accessed
on Novembers 21, 2009).
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32. GreatPoint Energy, “Careers: Why GreatPoint Energy?”
http://www.greatpointenergy.com/careers.php (accessed November 17,
2008).
2009.
34. C. Herington, L. W. Johnson, and D. Scott, “Firm-employee relationship strength
– A conceptual model” Journal of Business Research 62 (2009) pp. 1096–
1107.
2009.
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Appendices
Appendix A
Four-Drive Theory
Source: Steven L. McShane and Mary Ann Von Glinow, Organizational Behavior: [Essentials]
(Boston: McGraw-Hill Irwin, 2009), 95.
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Appendix B
Organizational Culture Assumptions, Values and Artifacts
Artifacts
Shared Assumptions
Visible
InvisibleValues
Stories/Legends
Conscious beliefs
Unconscious beliefs, taken-
Rituals/ceremonies
Evaluates what is good or
for-granted
Organization
bad, right
Mental orlanguage
modelswrong
of ideals
Physical structure/ décor
Source: Steven L. McShane and Mary Ann Von Glinow, Organizational Behavior: [Essentials]
(Boston: McGraw-Hill Irwin, 2009), 276.
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Appendix C
Empowerment’s Four Dimensions
Source: Source: Steven L. McShane and Mary Ann Von Glinow, Organizational Behavior:
[Essentials] (Boston: McGraw-Hill Irwin, 2009), 95
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Appendix D
According to Carmel Herington, Lester Johnson, and Don Scott in their article on firm employee
relationship strength, attachment and absence of damaging conflict are including in the variables
needed for a strong employee relationship. After visiting GreatPoint Energy and witnessing how
the employees interact with each other and learning about their culture we decided to exclude
attachment and absence of conflict as variables and include strong leadership because they do not
fit into the employee relationships at GreatPoint Energy. Attachment is very similar to
commitment and shared goals and values. It is defined as “caring and support, closeness, liking
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and social aspects of a strong relationship.” Attachment as an attribute of the employee
relationships at GreatPoint Energy is very repetitive and less pronounced than commitment and
shared values and goals which is why it is not included in the paper. Absence of conflict is not
included as well because GreatPoint Energy is a young company and no matter what there is
going to be conflict in the growing process and in our opinion through our personal team
experiences, conflict is a positive aspect of employee relationships because it often strengthens
communication skills and overall relationships.
Source: Herington, Carmel, Johnson, Lester, Scott, Dan. “Firm-employee relationship strength –
A conceptual model” Journal of Business Research 62 (2009) 1096–1107
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Appendix E
As you can see in the diagram above trust is the centerfold of all of the employee relationship
attributes. It brings all of the values together to make a strong bond between the employees.
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Appendix F
Definitions, Examples and Explanations:
Communication and Interdependency Section
Employee Communication: All interviewees stated they use face-to-face interaction or quick and
direct written responses to provide effective feedback and information instead of having a formal
evaluation system.
Values Section
Excelled Benefits: GreatPoint Energy employees are the Company’s greatest assets; therefore we
are proud to provide employees with high-quality benefit packages.
GreatPoint Energy benefit packages offer:
- Low-cost monthly premiums

- Quality benefit providers
- 401K matching per pay period
- Paid time off for up to 20 days/annum
- 3X paid life insurance and AD&D
- Paid annual gym/athletic club memberships
- Stock options for new hires
Employees Relationships section
Relationship Variables at GreatPoint Energy
Leadership, communication, a balance of power, common goals and values, trust, cooperation,
and commitment are the variables and attributes that are referred to in the text. These seven
variables of employee relationships are needed to form a strong employee relationship according
to Herington. We found all variables present in the employee relationships at GreatPoint Energy.
Leadership
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Ron Ewan, the lead operator at the test plant for GreatPoint Energy, explained that to motivate
others he would work with them to show that they are all working towards a common goal. He
also says that the fully stocked refrigerators and lunch breaks are motivators for the workers he
oversees and that they bring everybody together. He explains that this technique makes
GreatPoint Energy feel like a community and keeps employee relationships strong. (Ewan) Mr.
Ewan attributes a lot of the positive relationships in the company to Tom Robinson, the plant
manager. And describes Mr. Robinson as an “inspiration” and “motivator” (Robinson) The
leadership at GreatPoint is a testament to why the relationships are so strong.
Sources:
Ewan, Ron, Interview by Chris Gordon, Fall River, MA, October 27, 2009.
Robinson, Thomas F. Interview by Teresa Kim. Fall River, MA, October 27, 2009
Communication
“The formal as well as informal sharing of meaningful and timely information”
Balance of Power
“Balanced power represents the level of equality in the amount of freedom and mutual reliance
within firm–employee relationships”
Cooperation
“Cooperation refers to situations in which parties work together to achieve mutual goals.”
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Trust
“Trust is defined as having confidence in your partner’s reliability and integrity”
Commitment
“The desire to remain in, and be involved in the success of the firm, because of the feeling of
desiring to remain.”
Social Corporate Responsibility

“the organizational activities intended to benefit society and the environment beyond the firm’s
immediate financial interest or legal obligation”
Source: Glinow, Mary and McShane Steven, Organizational Behavior. (Boston: McGraw-Hill
Irwin, 2009
Progressive discipline policy

A step-by-step process when dealing with any type of intercompany issue.
Source: GreatPoint Energy.” Home Page. www.greatpointenergy.com (accessed November 20,
2009).
The Going Green East 50 competition

Recognizes the top 50 next generations, game-changing clean-tech companies from the Eastern
U.S. and Canada.
Source: E. Ring, "Going Green East 50 Winners," Always On, February 2009.
http://alwayson.goingon.com/permalink/post/31372 (accessed November 19, 2008).
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Appendix G
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Appendix H
MARS Model of Individual Behavior and Results
Source: OB221 section D1 Discussion Lecture: Values, Attitudes and Motivation by Professor
McCarthy September 17th 2009 slide 11
Motivation
Direction- uses process to achieve success and benefit environment
Employees are affected by intrinsic motivation and their desire to create a more
efficient way to create natural gas
Intensity- “amount of effort allocated to the goal”
The desire to create a successful process to create natural gas, pushes them to
complete their work. Additionally, management uses extrinsic motivation by
offering superior benefits
Ability = natural aptitude + learned capability
Employee requirements include being educated in technical skills and having experiences
in similar companies. The company also uses behavior interviews to see how the
potential employee will react during a specific event
Role Perception
Understand their duties, assigned tasks  Based on their qualifications, each employee
is hired to work in the operations, engineering, or support sector. In a small company, by
assigning roles, it’s easy to understand what is required of the employee
Understand priorities  safety is the greatest priority, but integrity and team unity are
also valued at a high level.
Understand preferred behavior to fulfill task  Every employee realizes that he/she must
be responsible, be aware of his/her surroundings, be in constant communication, and be
ready to solve unexpected problems
Situational factors
Although external situational factors are impossible to control, GreatPoint Energy does a
great job of controlling the internal factors. Management has the responsibility of
managing the company’s budget. Even though they invest money to keep their employees
happy, they never lose focus on their main objective. Additionally, management created a
state-of-the art research plan and is developing a commercial plant in Texas. However,
management does not control all internal situational factors. Due to the horizontal
structures, employees in the same sector often schedule their working times with one
another, and make adjustments based on their personal requirements.
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Appendix I
Schwartz’s Model
Opennes to Change Self-transcendence
Self-enhancement Conservation
Currently, GreatPoint Energy is in the conservation and self-transcendence phase. However, as

the company expands, I believe that the board will want to shift towards the openness to change
side and become more vertically structured.
Source: OB221 section D1 Discussion Lecture: Values, Attitudes and Motivation by Professor
McCarthy September 17th 2009 slide 16
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Appendix J
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Interview Transcriptions
Ashita Gopal
Jaime D’Angelo, Vice President of Human Resources
222 Third Street, Suite 2163
Cambridge, MA 02142
jdangelo@greatpointenergy.com
Jaime D’Angelo’s Office; October 27, 2009 at 9:00 AM
Q: What are your primary responsibilities as the Vice President of Human Resources for
Great Point?
A: In addition to handling the recruiting and hiring process (interviews, posting jobs, finding
candidates), Jaime also deals with day-to-day employee relations and being the mediator and
harmonizer for the company. Another aspect of employee satisfaction includes employee
benefits (insurance, gym, food...). Jaime also deals with the labor relations (unions) and makes
sure that the agreements such as safety and regulations are secure when workers are on site. A
unique responsibility that Jaime has is to coach the executives (the three founders of the
company) and make sure that they are all on the same level and being guided by an experienced
hand.
Q: What would you consider your most important responsibility?

A: The most important responsibility is to make sure all the employees are comfortable and
happy. Especially so as the company is very small making the relationships between the
employees and personnel very intimate, versus a larger company where there is a larger HR
sector and limited interaction between each other.
Q: What specific responsibilities does GreatPoint Energy expect from employees and
towards your particular position?
A: As the company is small and in its growing stages, it requires many hours (between 70 – 80
hours per week when the plan is running). In addition, there is a high stress level when it comes
to the situation and environment of the company and many important decisions have to be made
under pressure. Employees have to handle a lot of responsibility at all levels.
Q: What is your typical day like?

A: Every day is different, and you never know what to expect. The main part of the job is the
administrative portion which calls for many meetings with vendors, potential employees etc…
Q: What is the work process at GreatPoint Energy like?

A: There are many stages to this job. The first stage is research and development where small
teams in Chicago conduct lab work and ideas are put into practice in a small scale environment.
Testing is done on these small scale ideas and if they are successful, they are “scaled up” directly
to the plant. The data is then analyzed by process engineers where a group collects data. The data
is then reviewed to see if it works or if there is improvisation needed to take place. And then the
entire process is repeated.
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Q: Do you oversee a certain amount of people? If so, how many? How does this work?
(Feedback, areas for improvement, training)
A: As of now, Jaime oversees about 12 people directly in the office. While there is a formal
performance evaluation overview system but the company is trying to steer away from this and
focus more on constant feedback, communication, and focus on strengths making the working
environment more productive.
Q: if your job an individual job or is it closer to a team process?

A: Definitely more of a team process more than anything.
Q: What do you look for in employees or coworkers?

A: Education is a very important aspect when hiring a new employee. GreatPoint looks for
candidates who have skill sets specific to the job. Soft Skills are also necessary such as critical
thinking, problem solving, working under pressure. The interview is conducted as a behavior
interview making it easier to sort out excellent candidates from ones who would not be good for
the job.
Q: How do the environmental characteristics result in communication flow with other

coworkers?
A: Communication flow comes mostly through technology which is one of the biggest assets to
the company. There is constant work that needs to be done which forces you to communicate
with other employees all the time.
Q: Is there room for promotion?

A: As it is a small company right now there isn’t much room for promotions.
Q: How do you deal with problems?

A: I) Identify the problem – a meeting is set up with the individual to find out what the
problem exactly is and to try resolving it right then and there.
* If the problem is not resolved – a progressive discipline policy is put forward
II) Verbal Warning
III) Written warning which needs to be signed by both parties
IV) Termination
Q: How do you promote team and employee bonding?

A: This is a very unique company and there is only one in the world. Team work and team
bonding is very necessary as there are long meetings and everyone needs to put forth a positive
foot and work together during meetings.
Employee bonding comes in the shape of having cook outs, stocked kitchen, and building
personal relationships outside the company with coworkers.
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Q: Who evaluates you?

A: The CEO of the company evaluates Jaime. But like mentioned before, Jaime acts like a
support and coach for him also. So in the end it is a good balance on both parties.
Q: Since your company is very small, sixty or less employees, what is the level of
interdependence?
A: There is a very high level of interdependence. (from team work, to constant communication to
employee relations)
Q: In a team project / setting, do you face a lot of conflicts within the team? If so how do
you resolve them?
A: During team meetings many professionals who hold PhDs will find themselves defending
their views and positions and conflicts will most likely arise. What needs to be prevalent is the
idea that everyone is focused on the same goal and healthy disagreement is good sometimes
because it produces many good ideas which can be used.
Q: How does your company motivate you?

A: It is very had to find a good source of motivation in a startup company such as GreatPoint.
The biggest motivation comes from the fact that they are setting forth a brand new idea which
has the possibility of changing the future. Small failures and setbacks may sometimes hinder the
motivation level, but employees have to remain positive and hopeful for the future.
Q: What motivates the employees?

A: Avi always says “we have an opportunity for greatness”. The idea is to focus on the big
picture even though there may be minor setbacks even now and then.
Q: What rewards does the company offer other than financial? What particular benefit do
you receive for your position? Does it give what you value or what motivates you?
A: There is a annual incentives program for bonuses, gym membership ($500/yr), a fully
stocked kitchen, etc..). In addition, as this is a private and startup company, there are many stock
options available for employees. If and when the company does go public, there is a possibility
for receiving a lot of money.
Q: What do you find is the most rewarding aspect of your job?

A: The most rewarding part of the job is having a successful and cohesive culture and seeing
things work out to their full potential.
Q: What are the company’s values?

A: Integrity and Safety are the two biggest values of this company. Being green is also another
great value as the company relies on not emitting any gases into the air and protecting the
environment for the future especially when compared to coal plants which do the opposite.
Q: Corporate Social Responsibility

A: The industry and goal for the company is to try to promote a social change which is build into
what the company is actually doing.
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Q: With the new building of the power plant in Houston next year, how will you and other
mangers deal with the expansion and what will the expansion entail in terms of managing a
growing company?
A: Communication is a major part of this new expansion. As of now GreatPoint is beginning
with 5 employees in the Houston area. They are in the beginning stages of hiring and employees
including a new HR manager.
Q: Greatpoint focuses on coal here in Massachusetts but it has other operation across the
nation, for example your geothermal activities in California. How is the communication
with other offices going?
A: Employees are spread out all over the place and sections of the company are very fragmented.
Need to focus on communication and technology such as skype …
Q: The company’s technology is the biggest asset. Does the company still put a lot of effort
to expand its technological boundary? If so, in what way? Aside from technology, how does
the company seek to expand its size? Investing in other companies..?
A: To expand upstream
Q: How soon will Futuregen be ready to be fully commercialized?

A: Futuregen is the next generation of coal plant. Coal plants of future will not emit any green
house gasses. As of now there are government funded projects in Illinois which are in work as of
now.
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Chris Gordon
Ron Ewan, Lead Operator
407 Brayton Point Road
Somerset, MA 02725
rewan@gratpointenergy.com
Greatpoint Energy Research Plant Boardroom; October 27, 2009 at 9:00 AM
Q: What is your current position?

A: Lead operator/ Operating supervisor
I recently was promoted
Q: What are your responsibilities?

A: I oversee 5 operators, make assignments and schedules for the week, prepare for meetings,
safety of the plant and workers, writing safety manual for the plant and new plants.
Q: What is your usual day like?

A: I will usually come in a walk the plant. Check in with everyone. Then check e-mail and attend
meetings. After lunch I will usually help out on the floor or work on safety manuals.
Q: What are your expectations of those you oversee?

A: To do things that without having to be asked. Ex: take out the trash and plant maintenance.
Be safe. Complete training. Run a shaft every morning. ()
To help each other and clean up after construction
Q: What do you look for in an employee?

A: I look for go-getters. I do not like micro management and I trust that my co-workers will do
what needs to be done with me asking them to do it
Q: What are the day to day safety precautions?

A: Lock out tag out system
Isolating hazards. Electrical/chemical
Construction hazards
Q: What is the team process? Horizontal or vertical?

A: There is a hierarchy but I would say it is mostly vertical at the bottom and then more
horizontal at the top.
Q: What is your leadership style?

A: I Don’t want to assign something that I wouldn’t myself
I like to constantly meet and checking up on workers
I will also meet every week with upper management and let them know how things are going
Q: How do you handle conflict?

A: I prefer to tell the person straight up what is wrong and how it needs to be changed.
I just say what needs to be said.
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Q: How are you evaluated?

A: We do not have formal evaluations right now but would say that I’m evaluated by my peers
and upper management right now.
Q: How do you evaluate others?

A: I evaluate others by if they initiate and follow through with plans
I am currently working on making the official evaluations with HR. (New Plant)
Q: Is there a lot of Interdependence?

A: Yes. We have a lot of close-knit groups that depend on each other but some have more
responsibility
Safety first
Q: How do you motivate your employees?

A: I thank them all the time. Give them a pat on the back
I will also get involved to show appreciation.
I also Complement them and send out emails to upper management when someone does
something good
Q: How are you motivated?

A: My only motivation is what the future of this company can bring. I am helping build
something that is important and helps the environment.
I think about what it can become
Q: What are you rewards?

A: The Future and appreciation
Tom Robinson is a great man. I learn from him every day and enjoy being around him.
HR gives us food all the time
I am rewarded by seeing accomplishments
Q: What are your values?

A: Safety in the plants and putting co-workers and employees first
I also think Doing your fair share is important
Q: Any Conflict of Values?

A: Sometime I work too many hours but that comes with territory
There is a lot more work during a run (converting energy)
I do get to set own schedule but when there is a run hours increase
A Run can last from a week to a month
Q: What do you attribute your success to? Technical Skills or interpersonal skills?
A: I Got hired from technical skills but succeed because of interpersonal skills
Q: Do you see yourself in a new role in the future?

A: Hopefully having an upper management job.
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I would consider moving to a new plant but not likely because my home is here with my family
Q: Is there a lot of Expansion?

A: The Company is expanding in Texas, and out west
I am personally expanding by writing the safety manual, and dealing with more employees.
Hopefully will become plant manager
Q: Future?
A: Expand based on supply and demand of industry
Started off as coal gasification
Now do biomass etc
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Manuel Hadjibay
Charles A. Powell, Plant Manager
Somerset, MA 02725
cpowell@greatpointenergy.com
Charles Powell’s Office; October 27th, 2009 at 9:00 am
Q: Would you mind explaining your primary responsibilities as a plant manager?

A: 2 types of responsibilities
Strategic  safety, environment concerns, HR, completing the process
- is more of a long term responsibility that allows them to plan for the future and
stay more efficient
Tactical issues  issue of the day, problems due to the process and production
Q: What is a typical day like for you?

A: “No such thing as a typical day. Nothing around here is typical”
Q: Do you experience any frustrations? An example?

A: Whenever you are dealing with a big process that has many people working on it, your going
to experience a lot of frustration. The biggest frustration usually has to do with getting everyone
to work together as a team.
Q: How many people do you directly manage?

A: 55 people
Q: Do you find that your success as a manager is from your technical skills or your
interpersonal skills?
A: Well, it depends on the situation. As a general rule, I’d say that my interpersonal
understanding is critical. But in Research, technical skills come back to play
Q: Can you explain the working environment and the communication process at
GreatPoint Energy, is it horizontal or vertical (structured, hierarchy)?
A: Currently, the company is structured more horizontally. But the earlier founders are trying to
build a more vertical arrangement. However, as the company evolves into a more coherent
company, it should become even more horizontally structured.
Q: Do you often work individually, or do you work more in a team process?

A: Well, due to the nature of the process, we are driven towards collaboration. So, people are
expected to work with the people in front of them and behind them. As we become more
commercialized, we will become more collaborative and multi-disciplinary.
Q: What would you consider ideal characteristics for your employees or coworkers?
(characteristics, education, experience, skill)
A: There are three levels of workers:
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Operations  need a good background (at least 2 years of technical school, if not
a bachelors) in Science and Math
Engineering  at least a bachelor in engineering; experience in similar industry
would be beneficial too.
Support (maintenance)  need substantial experience and degrees
Q: With the new building of the power plant in Houston next year, how will you and other
managers deal with this expansion and what will this expansion entail in terms of
managing a growing company?
A: Well, several steps are going to be taken:
1. there will be daily interaction via internet, email, and telephone
2. They are currently planning on sending some people from the Massachusetts’ plant to
become the core managers of that plant
3. “We will prototype for them”  we will watch their operations and help them
anticipate problems.
Q: How often do you evaluate your employees? How do you do this (in person, in writing)?
A: Because this is a small and young company, we don’t have a formal evaluation system. So
far, we provide evaluation about specific instances (the most important things). As the company
grows, we will have an organized feedback system, but we’re not there yet.
Q: Are you ever evaluated? If so, how often? And how do your superiors share their
evaluation of your work with you?
A: Not currently.
Q: What are the company’s main values?

A: Corporately, we have the future in mind. We want long-term sustainable technology that will
improve the environment. So our main value is focusing on how to improve that.
Q: Have you every experienced conflicts that went against the company’s values? IF so,
how did you resolve them?
A: Never, the biggest challenge however, is trying to get people outside the company to see the
future and support us.
Q: So do you find that the company and your co-workers often motivate you, or are you
more intrinsically motivated?
A: I am more intrinsically motivated. I am at a point in my career where I want to see the
commercial plant be built and I know what I need to do to get that done. Additionally, the
biggest way that I motivate the people under me is by getting them to share my view for the
future.
Q: What rewards does the company offer that motivates you, other than financial reasons?
Do you receive any special benefits as a plant manager?
A: The corporations real motivation now is mostly monetary, especially with the economy as it
is. However, the motivation factor also depends on the person. You have people that simply
come to work every day just to earn a paycheck. Then there are the people who work and try to
solve problems on personal time as well. For example, this would be a person who goes home
and wakes up in the middle of the night with a solution to solve a problem at work.
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Q: What are the main challenges now?

A: Having others understand how unique our company is and to start supporting us.
Additionally, there is the financial issue. As venture capitalists, GreatPoint does not have deep
pockets, so sometimes they move faster than their funding allows.
Q: What is the biggest advantage of this new process:

A: It can deal with market flexibility because the process allows them to make natural gas, oil, or
other energy processes. So based on market demand, GreatPoint energy can change their output
to please the current demand.
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Min Son
Edward Krule, Financial and Market Analyst
222 Third St. Suite 2163.
Cambridge, MA 02142
EKrule@GreatpointEnergy.com
Edward Krule’s Office; October 30, 2009 at 1:00 PM
Q: Describe your current position at GreatPoint Energy.

A: Senior Financial and Market Analyst; however, it is just a title. As a start up, he does a lot of
other jobs including business development…
Q: What other particular skills does the company require, or recommend, besides certain
levels of experience are required for your job?
A: Manage oneself as well as understanding managing others.
Q: Around how many people do you directly manage? How do you manage them?
A: None. It’s like the alone–and the whole–team (he’s the only one in the department)
Q: What are your primary responsibilities as a manager?

A: He doesn’t really have responsibilities as a manager. Again, because his job is close to more
like all over the place responsibilities.
Q: What are your day-to-day responsibilities? Most important one?

A: Working on numerous projects spontaneously such as a-month-long project (such as getting
government grant), daily projects, temporary projects, data, presentation…
Q: What specific responsibilities does GreatPoint Energy expect to employees and to your
particular position?
A: Do your job, proactive, spirit of going out there and try out.
Q: What is your typical day like?

A: Working on projects: from temporary to long-term. (He did not mention anything more than
that.)
Q: What kind of frustration do you experience in your position?
A: Deadline is stressful: making sure to get lots of things on time and especially when he
has a lot more to do. Besides, when projects he has been working on does not succeed or
turns out to be not selected or not working out.
Q: Where do you see yourself in the next 5 years?

A: Working at another start-up office he likes.
Q: Any particular reason?

A: “Because I like the atmosphere of startup companies”
(He did not mention a thing about staying within the organization.)
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Q: Are the working environment, communication process, working process… etc.

horizontal or Vertical?
A: It’s horizontal, informal, friendly, and really close relationship with coworkers.
Q: So it’s more like a family like environment?

A: Yes. Like a family. But as the company gets bigger and bigger, the company moves
from the horizontal to the vertical. GreatPoint Energy is at the stage of the transformation to
the vertical environment.
Q: What do you think is what differentiates GreatPoint Energy from other similar
companies?
A: GreatPoint Energy is different from other companies because of its informal, family like
essence. As you can see, there isn’t any wall between the colleagues.
Q: How do the environmental characteristics result in communication flow with other

coworkers?
A: Everyone works with everyone and there is no problem in communication. Even with CEO
and the founder of the company like you just saw. (A guy who was one of the founders came in
during the interview and had a bit of chit-chat)
Q: Is your job an individual process or is it closer to team process?
A: Both, but closer to team process because every different task ultimately reaches to the
same project, or goal.
Q: How do you deal with problems with coworkers? What do you do to resolve them?
A: If there is any problem, give feedback or report the issue to supervisor.
(He talked a lot more about reporting to the supervisor and didn’t really mention feedback
until I asked)
Q: Who evaluates you? Also, (in horizontal perspective) how does each employee evaluate
one another? By feedback? Constructive Criticism?
A: There is no formal evaluation system but if seeing any problem, he would reach to his
supervisors. Feedback? Depending on project leader, the feedback would be different. (I didn’t
get this part. I assume he was talking about giving feedback to project leaders rather than people
in lower organizational hierarchy)
Q: How do you encourage your coworkers?
A: I identify them importance of the project. Basically telling them “Just get into it.”
Q: Since your company is small, sixty or less employee’s, what is the level of
interdependence?
A: Because of the small size and the friendly, informal, laid-back environment, everyone does
work interdependently. And the interdependence level is really high.
Q: What motivates you working at GreatPoint Energy?

A: Honestly, salary.
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Q: Is there anything besides the financial benefits?

A: Because you want to work here. If you don’t want to, you cannot work efficiently and it’s not
good for yourself and the company. Also, Start-up companies give their shares…. You have the
stake of the company so you want it to do well.
Q: What rewards does the company offer other than financial? What particular benefit do
you receive for your position? Does it give what you value or motivate you?
A: He seemed to be interested in the financial stuff as the only (or the most beneficial) source for
motivation
Q: What do you find most rewarding from your job? Or your particular position?
A: You feel like “you’re building something.” And that’s the merit of working at startup
companies. You can see your impact on the company.
Q: Like you said earlier, you work here because you want to. Then, do you actually believe
in “being green”?
A: Yes, the same. If you’re not passionate about the value, you would not work here.
Q: So you experience a perfect value congruency?

A: Yes.
Q: Do you find that your success as a manager is from your technical skills or your
A: From experience. Learn the way to interact.
Q: How does each department inter-depend on each other?

A: Interdependency is very big part. No department can work alone here.
Q: The company’s technology is the biggest asset. Does it company still put a lot of
effort to expand its technological boundary? If so, in what way? Aside from
technology, how does the company seek to expand its size? Investing into other
company, etc.?
A: Technology itself is the biggest asset but it’s done. Thus, the company tries to work more
of “developing” it to make it commercially ready for use. No further investment in different
technology… and so on. Just focus in one area.
Q: With the new building of the power plant in Houston next year, how will you and
other manager’s deal with this expansion and what will this expansion entail in terms
of managing a growing company?
A: Actually, it’s a different company. Maybe from the company that developed our
technology, like a branch that came out of it.
Q: How soon will the technology be fully commercialized?

A: Hopefully today. (This was it… he didn’t mention specifically and in detail.)
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Q: I understand that this is a private company and that you may not be allowed to share
much financial information, but can you explain how this company has been affected by
the recession in comparison to the industry?
A: Startup company; thus, no documents will be available. The company is not in fact generating
any revenues since the technology is not really ready to be fully commercialized. Company
needs more money for development in fact.
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Sarah Alvy
Nicole Chaplin, Plant Engineer
Somerset, MA 02725
nchaplin@greatpointenergy.com
GreatPoint Energy Research Plant Conference Room; October 27, 2009 at 9:00 AM
Q: How did you get your current position? What level of experience and education are
necessary to perform your job? What strategic management skills does your job
necessitate? Planning, organizing, training/coaching, time management, directing,
leadership?
A: She got her position by finding out through a job posting that the position was open. There
was no experience required for the position that she initially started with. She started out as an
engineering assistant position. She has since been promoted and the education level that is
needed is a technical field related to the kinds of things they are doing there, there is a lot of
information regarding chemical processing and mechanical/electrical engineering. BSBA in
chemical engineering from Cornell University. She manages 2 interns during the summer. She
moved up quickly because she was overqualified from day one. Luckily, the manager noticed
what she was capable and wanted her more involved in the engineering and design work. She’s
had a lot of opportunities with working with senior managements, which she would not have
been exposed to if she worked with a larger firm. She’s currently working with people that have
20-30 years experience. Started working two years ago.
Q: As a manager what are your day-to-day responsibilities? Most important one? Come
responsibility there can be a great level of frustration, is there anything that is frustrating
about your job?
A. Depends on the operating status here at the facility. If they are getting ready for runs, she is
preparing with all of the analysis, making sure they need the correct supply amounts, drawings
are up to date, things are just ready to go for D-day from an engineering standpoint. When things
are up and running her responsibilities is quantitatively communicating what the performance is
of the process, how well they are doing at converting material and if there are any upset
conditions in the process. What they do here, is demonstrating the core technology of the
company, which is a technology that converts coal to natural gas. On a commercial scale they
separate all of those gases and put them on a natural gas market.
Q: Around how many people do you directly manage? How do you manage them?
A: She doesn’t directly manage anyone. They are not operating, when they were operating and
not just doing research she was in charge of 2. However, there are a lot of people she must
directly coordinate with when they are operating. When they are operating they must work in
shifts, there are five engineers, b/c there must be someone there twenty-four-seven. Or they have
between one and three people present from the engineering group. They aren’t controlling
anyone, it more a team work. You have to make sure that you are replaceable at the end of your
shift. No one is on call, so therefore you have to be very particular in transferring all of your data
at the end of your shift, because no one wants to get a call in the middle of the night, asking
about some data inputs.
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Q: What specific responsibilities does GreatPoint Energy expect of employees and to your
particular position?
A: They expect their employees to work together in working as a team, and also because in the
engineering group you must be replaceable, they expect each other to share information and
communicate very well what they are doing. Very interdependent.
Q: Try to look at GreatPoint as an outsider (or an investor), what would you consider
GreatPoint’s strongest management approach? Is your team based work, or….what?
A: Usually adapt or change course because they are a smaller company, if they decide to change
their business objective, they could just make a two or three person phone call. High availability
for change in the workforce. They change their objectives based on the market. Two years ago
prices for natural gas were in the 18-19$ range, and now they are in the 2$ range. They have had
to do a change in their business model accordingly.
Q: Do you think there are certain things that GreatPoint could do to improve
management?
A: There’s a really big change between the way a startup company works and the way a larger
company works, it is very different. She knows from working with friends, that things that
happen at GreatPoint would never happen there.
Q: Since your company is small what is the level of interdependence?

A: Very small, we all work together. Very flat organization in terms of there is not a lot of
hierarchy in the organization. If we’re working on project development and there is a need for
technical assistance, you don’t need to go through a lot of channels to get help, you basically just
yell at the person next to you and say what do you think of this?
Q: What is the work process at GreatPoint Energy like? Is it more individual or team
based? Can you tell me a little about its interdependence? Can you talk a little about a
previous team project? And if it worked well, then why did it work well?
A: Its a really small organization, your responsible for a lot, even though there are 8 other
engineers. A lot of the things you have to do may be working on a team, but it is very
individually tailored there isn’t really a detailed job description. Our job description is to get it
done. So it depends on who is available and who has time, they will split up information and lab
analysis work. Sometimes, it takes a lot of people to do- people in the field to fill out the
paperwork correctly, then the engineers to do an analysis of the data and the help of the lab. It
typically goes fairly well because they have the forms all ready to go, and especially since
they’ve done this many times. There is still a lot of work to do in terms of accounting for things
in more of an automated way. One thing they struggle with is getting it done in a more
automated ways. It took them a number of iterations to figure out a form and way to get things
done the most efficiently. They don’t want to get stuck in the middle of run and say shoot, I have
no way of capturing this data. They give feedback to everyone, to find the easiest way to capture
the information.
Q: How does GreatPoint generate new ideas?
A: When we are thinking about new ideas in a technical standpoint we do that more
independently and present it to the group. She had an idea on estimating how long it would take
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to fill up a particular vessel so she did a preliminary analysis, she reviewed it with the manager,
and the manager liked it and then all the shifts were required to do it. It is very hard to get
everyone there because they have to work twenty-four seven.
Has anything gone wrong that everyone had to fix together? Typically if something goes
wrong its because it wasn’t communicated very well. For example, huge trailers of hydrogen and
they are very expensive. Either you work together to order the right amount. Also, we’ve had
mistakes in communication in not ordering the hydrogen. They would then have to shut down in
the middle of a run. It takes very careful management of the inventory here and communication
of okay who ordered what. Typically that’s where we go wrong, it puts an entire run campaign in
jeopardy.
Q: Besides working on a team, what do you look for in your employees, or coworkers?
Ex) Personal characteristics, education, experience, skills…
A: Since this is a small organization, there is a lot of work to do. There is not much room for
people who loaf- people who want to take the easy way out. There is so much work to be done
and not all of it is going ot be easy, or impressive or amazing or gratifying all the time, but it has
to get done. There is also a lot of things that have to get done and you think “wow I am so under
qualified to be able to do this and its amazing that I can”. There is a lot of opportunity here, and
what she looks for in her fellow co-workers is someone who at least tries their best and really can
get the job done. There is no one else to really do it. Someone who communicates well and who
is willing to meet them halfway. Lets work together in solving this problem instead of…will you
do it for me? It’s very frustrating to work with people who loaf because at GreatPoint you must
rely very heavily on your fellow co-workers.
Q: How would you describe Greatpoint’s culture? Are there any norms that stand out?
A: The norm is that it is a very dynamic environment- things are constantly changing because it
is a start up company and there is a high level of responsibility because there are so few
employees. Their mentality is very much lets just get the job done, lets not overanalyze, they
must always get to the next step. They are a R & D company, they can’t sit there for two years
thinking about things because they will run out of capitol. It is a very dynamic culture almost to
the point of “shoot from the hip”. Its almost expected from a small organization.
Q: How does the environment at GreatPoint cater to the communication flow of business?
What is communication like at the Fall River Plant? GreatPoint focuses on coal here in
Massachusetts but it has other operations across the nation, for example your geothermal
activities in California. How is the communication with other offices going?
A: There are many offices- lab in fall river, Houston office, Cambridge, Somerset, Chicago
office and lab. You have to be really good at coordinating with people who you can’t see every
day. If there is something that she needs she calls and e-mails them. She just got back from
Houston and is going out to Chicago later on that day. She is coordinating with the lab chemist
manager in shipping some samples out to the lab in Chicago. It takes a lot of coordination about
preparing and it takes a lot of planning. Definitely a lot of communication with other offices.
Q: Who evaluates you? Do employee’s ever get the chance to evaluate one another? By
feedback? Constructive Criticism?
47 | P a g e
A: Good question, I ask that every day. Every person there evaluates her. There is no regular
annual review. There is alto of face time with the people that are very senior. They don’t tell her
what to do, but she gets a good chance to observe how they behave in their positions and she
models her behavior accordingly.
Q: What are the current issues you face today in trying to expand GreatPoint?
A: Business development perspective, current issues are in forming strategic alliances and
partnerships. We’re in the project development stage in forming those partnerships and talking to
the right people. They are talking to huge organizations, they want to make sure to talk to
someone at the top, someone with real authority to say yes or no to the deal.
Q: What motivates you at work? To make your work harder, more efficiently, smarter?
A: I am that person who has that little person in my head that tells me to work harder. I think that
working in the field with people in that have so much experience in the industry, really bright
people, really motivates me to learn as much as I can from them. She doesn’t want to burden
anyone with stupid questions, so she studies what is going on.
Q: How do you motivate your coworkers?

A: Something she is still figuring out. She is realizing that maybe just doing a good job is always
the answer. What does she want? She thinks that her needs and motivation to advance in her
career is what she wants. She wants to continue to advance into her career, she doesn’t want to
peak very early.
Q: What rewards does the company offer other than financial?

A: Avi is a big believer in feeding his employees. He likes to make sure that we are well fed. He
gets groceries delivery at the kitchen in the plant.
Q: What do you find most rewarding from your job?

A: What is most rewarding is how much she can learn, and how much she can be exposed to
such a broad range of activities, in terms of business development and project managements, and
very technical process designs. Just so many things that she can learn and contribute to.
Q: What are GreatPoint Energy’s main values?

A: Not sure.
Q: Have you ever had a value that conflicts with your company’s values? If so, how did you
resolve this?
A: Not sure.
48 | P a g e
Q: Do you think that coal gasification has the potential to fit into our domestic supply?
A: Mostly working on the commercial design over in Houston. She is working on getting a lot of
partners in the industry figuring out what they need and what they can provide and if they having
any standing partnerships that could be beneficial. So the actual building time is a couple years,
and the design work that has to happen before and the project development (making the deals)
that must happen first. So a couple more years after that.
Q: Coal sequestering is not a new technique, and many companies, such as the huge power
players in the petroleum industry, have been investing in this renewable resource for a
while, what makes your small company measure up against them?
A: Conoco Philips they are a competitor. They have a similar technology. We have certain, our
technology is a little bit different and they have different flaws in their technology where we may
have advantages. People are more interested in a new venture in developing technology. But it is
always a question that we face. Why are we better than GE or Conoco Phillips.
Q: Coal may be an abundant and cheap resource but the costs of new reactors and
equipment is not cheap. Will there be a gain on investment in the next 5 years, 10 years?
A: Still figuring out what type of market they will enter, once they have their strategic partners, it
will give them a better idea of what the deal should look like. Some partners may want a firm
contract for ten years.
How much money has been raised to date? We initially raised 130M, and a lot of that went
towards building this facility here and operating it. Once everything works out will there be a
great return on investment? That depends on how much they put into it, it depends on us and a
lot of the success here is in the management. Success is determined on the preparation here.
Q: Because of the American Recovery act, the government has put in great investments
into wind and solar energy. Do you find this to be a threat to the coal sector in the energy
industry?
A: If they wanted to produce electricity instead then there would a competition. Certainly there is
more interest because it’s a more passive form of energy commercialization and its more green.
Q: Natural gas is a growing market in Asia, is the company looking to expand

internationally?
A: It is in GreatPoints future providing that we want to pursue that opportunity although the
natural gas market in asia has potential. There are however many IP issues. What happens is that
they will essentially steal proprietary information and they will copy the companies plant and
technology techniques.
Q: Since this is a private company I don’t have access to the financial statements, is there
anything you can tell me financially about the health of GreatPoint? Has it been affected by
the recession?
A: It gets investments from Kliner Perkins and other venture capitol firms.
Q: Are there any policies in the US that are prohibiting the scale and development of
natural gas? Like the ARS standard (agriculture research center)? Aaron Mandel at the
49 | P a g e
BU Energy Club meeting stated that natural gas prices have fallen significantly in the past
year. Has this deterred any potential investors?
A: Forced them to look at other products they could make, Its not to say that natural gas will be
this cheap forever. Its changed their perspectives on what else they could make and what else is
valuable now. Lets come up with a couple of different process schemes, instead of just one just
incase the market won’t perform the way they think it will.
50 | P a g e
Teresa Kim
Thomas F. Robinson, Projects/Operations Manager
One Broadway, 14th Floor
Cambridge, MA 02142
trobinson@greatpointenergy.com
Thomas Robinson’s Office; October 27, 2009 at 9:00 AM
Q:What are your primary responsibilities as a manager?

A: To manage the organization that operates plants. We run tests with data.
Q: What are your day-to-day responsibilities? Most important?

A: I have to manage operations where data is copied. I’m the leader of the operating team. The
number one issue is safety like dangerous gases and the electricity. The next is to operate the
plant according to test plan and make sure the data is valid. We don’t product products, but data.
We put numbers on paper; it is a scientific experiment.
Q: what specific responsibilities does GreatPoint Energy expect from their employees?
A: I take roles seriously, especially safety. I expect them to have a close communication cycle
and to understand the plans before doing so. They must speak up(communication)! When we’re
doing a test, they should behave professionally. There are grueling tests with 12 hr day shifts 10-
12 days in a row. It “turns life off” so they need dedication and commitment. It is “beyond
normal jobs”.
Q: What is a typical day like?

A: In general, it is a normal life when there’s no tests, but abnormal when there are tests. Test
days include 12 hrs while I overlap with my partner. When there’s no test it is a 10 hr. day. My
job is rewarding because I get to see things get done, like “real time”. I see things happen and it’s
a sense of accomplishment.
Q: Do you find that your success as a manger is from your technical skills or your
A: It is a combination because I must communicate complex technical things to a wide audience.
I must speak with doctorates and people of high school(1/2 of staff) education but make them
understand, a “spectrum of people”.
Q: What are the frustrations of being a manager? Examples?

A: 1. “me” being driven. Also planning, there can’t be enough. When coming into an operation, I
may say I could’ve planned more, but you didn’t foresee them. 2. “bringing people out” has a lot
to offer but people aren’t all extroverted, but I want to get people to speak up. It is a long term
thing, need trust and a “need to feel they’re not at risk… or be criticized…” I want them to try
their best to contribute to participate by meeting every day, frequency of opportunity.. and a
climate creating during opportunities; build team and collegial relationship instead of officer and
enlisted man relationship, which I don’t like.
51 | P a g e
Q: Does your job entail an individual process or more of a team process? examples?
A: Team! Team leadership by working hard to set examples and let people ask, listen and create
a climate that creates relaxness.
Q: What do you look for in your employees/coworkers? Ex: personal characteristics,

education, experience, skills.
A: Willingness and curiosity and don’t expect to know everything. I like team membership. They
should have technical experience in this “technical world”. Skills: operating equipment at the
control panel with knobs adjustments in process in 100 feet away, a million dollar control
computer system with experience at this equipment.
Q: How do the people above you manage you? How do you manage them?
A: We have a daily meeting; the people there and others represented. We communicate plans and
deal with things not according to the plan. I direct around 18 people. Second hand information if
they’re not there. There are 2 shifts so other shift gets communicated different things. The
meetings at every shift change at 7 am and 7 pm. Consists of safety and topics discussion.
Supervisors have the mini meetings at 9 pm(less formal).
Q: How does the structure of the company affect the communication flow to other
coworkers? How do the different sections of the company communicate with one another?
A: We have sign in books at meetings(formal process) , but it’s a loose structure( informal
compared to larger/older companies) it opened in October 2005, so there’s no culture; it is a
composite culture of other companies of people. Positives: not bound up and constrained in
culture, but negative: culture’s good and can guide in absence of formal. We cut through
organizational lines and communicate. It is not as well as we could with sections. There are 3
major pieces, this facilities, Houston (staff) offices, and corporate(accounting, legal upper
management). All three parts don’t communicate as well as they could and they “should be
closer or feel like we’re closer”. We don’t always take advantage of it. We try to have periodic
communications about specific topics to get to know what everyone’s doing.
Q: What kinds of problems as a manager do you deal with?

A: Attendance for tests. Corporate communications in small company we need to be pretty
nimble) because different tasks. It’s a problem because we don’t like change but in a small
company, change is fast and frequent and inevitable but still stable.
Q: How do you deal with these problems? Examples?

A: By direct communication. We stress the importance of commitments. We are interdependent
when plants are running with GreatPoint employees and contractors. “When contractor acts like
employee, we succeeded!; not like a third party”.
Q: Who evaluates you? How does each employee evaluate their co-workers by feedback or
constructive criticism?
A: No formal evaluation process, maybe once a year, but close communications and no
evaluations. We’re open and know where we stand. Avi Goldberg evaluates me and the
employees.
52 | P a g e
Q: If there’s a team project involved, do you face a lot of conflicts within the team? How do
you resolve them?
A: There are no conflicts because everyone has common understanding. We communicate plans
well and resolve things in a normal way through a chain of command.
Q: Does your company motivate you?

A: We can create a climate for motivation to flourish. A good environment for people to do all
they can do with no holding back. “No walls or structures, but freer to do what needs to be done
not only because ‘its my job’.
Q: What do you think motivates your employees?

A: a climate and recognition, saying thanks or “good job”, giving a “positive charge”.
Q: What rewards does your company offer you other than financial? What particular
benefit do you receive for your position? Does it value or motivate you?
A: Stock options motivates me. We get a “piece of the rock” . it pays well because it’s a small
company with personal risks and we expect to be rewarded with this risk taking. There’s a sense
of accomplishment in “real time”
Q: In your opinion, what do you find most rewarding from your job?
A: Building a company, seeing people succeed on a personal level. “if all succeed, I succeed.”
Q: What are you and your company’s main values? “Being green”?
A: our mission statement: we work hard at being fair with respect and giving opportunity
(unwritten values). Also, Avi Goldberg’s vision.
Q: Have you faced any discrepancies between your values and the company’s values?
A: Nothing strong, we have aligned values. The main is time away from the family. 2.5 years
commuting from Chicago to Boston from Mondays through Thursdays. ‘some craziness to this
life(job)”. I must go where the work is, if I’m willing to help it grow.
Q: What are the current issues you face today in expanding GreatPoint?
A: The marketplace. 1. Market for natural gas (product). Availability of risking
money(investment money). No initial public funding. Everyone’s in cash conservation mode and
lay off works, and time uncertainty.
Q: GreatPoint focuses coal here in MA, but it has other operations across the
nation(Geothermal activities in CA). How is the communication with other offices going?
A: China, we go where natural gas prices are still high in china and active economy. People are
big asset because of knowledge and creativity with patents and advanced technology.
Q: Do you have any other comments or valuable input that would describe or help our
research on the analysis of the roles of managers at GreatPoint Energy? Do you think there
are certain things you or GreatPoint can improve on to better manage GreatPoint and its
employees?
53 | P a g e
A: We’re in uncertain times and the more complete understanding we have of plans, the more
opportunities and how employees propel us in that direction. We can improve in communications
also like being available and getting out and talking in informal communication besides formal
meetings. “open door policy”
54 | P a g e
Thank You Letters
Date: Mon, Nov 2, 2009 at 2:39 PM

From: Ashita Gopal <ash.gopal90@gmail.com>
To: jdangelo@greatpointenergy.com
Subject: Thank You
Mr. D'Angelo,
I apologize for the late response, but I somehow left my portfolio at GreatPoint and did not
receive it till today. But I wanted to thank you so much for giving me the chance to interview
you last week for our Organizational Behavior project. The information you gave me and the
topics we discussed such as motivation, dynamics of a successful team, and learning what
GreatPoint does will be very useful towards our final presentation and paper.
I hope to see GreatPoint achieve many things in the future!
Thank you for your time,
Ashita Gopal
Date: Wed, Oct 28, 2009 at 6:52 PM

From: Chris Gordon <chgordon88@gmail.com>
To: rewan@greatpointenergy.com
Subjec
Thank you
t:
Mr. Ewan,
I just want to thank you for the interview on Tuesday. It was great to get to know you and hear
about your experience as a lead operator at Greatpoint energy. The interview is invaluable to our
project on your company. I hope all is well and that the next run goes smoothly. Thanks again.
Sincerely,
Chris Gordon
Date: Thu, Oct 29, 2009 at 11:09 AM

55 | P a g e
From: Manuel Hadjibay <manuelh@bu.edu>

To: cpowell@greatpointenergy.com
Subject: Thank you
Header: Show All Headers
Mr. Powell,
This is Manuel Hadjibay, the Boston University student whom you allowed to interview you on
Tuesday. I would just like to take this opportunity to once again thank you for taking time out of
your busy schedule on Tuesday to answer a few of my questions. However, you did much more
than simply provide me with answers to my questions. I appreciate how you showed me around
the plant and described the process of how your company creates bluegas, thus expanding my
understanding of GreatPoint Energy. Hope all is well and best of luck in the future.
Sincerely,
Manuel Hadjibay
Date: Thu, Nov 12, 2009 at 11:41 AM

From: Min Son <happiest-garden@hotmail.com>
To: ekrule@greatpointenergy.com
Subject: A Thank You Note
Dear Mr. Krule:
Hello, this is Min Son from Boston University who had interviewed you two weeks ago.
Strangely, I just got my thank you letter returned back to me. I assume maybe my letter went
into a wrong mail box.
Although it is a little late to say this, I thought it would be more appropriate to let you know that
I really appreciated your time..
The interview was very helpful and I enjoy analyzing and discussing it with my team members.
Thank you for reading, and I hope you have a wonderful day!!!
~Sincerely, Min.
Date: Wed, Oct 28, 2009 at 10:17 AM
From: Sarah Alvy <sarahalvy@gmail.com>
To: nchaplin@greatpointenergy.com
56 | P a g e
Subject: Thank You

Dear Nicole,
Thanks so much for taking the time to meet with yesterday. Even though I had planned to
meet with Avi, the information you told me during the interview was beyond helpful, and I
think that the insight that you gave me is potentially better than anything else he could have
said. Don't tell him that though! My team-mates and I have begun working on the project,
however, it won't be done for another month. When it is though, I will send it to Avi and I can
e-mail it to you if you'd like to see it. Thanks again for the interview and take care.
Sincerely,
Sarah Alvy
Date: Tue, Oct 27, 2009 at 11:07 PM

From: Teresa Kim <teresa89@bu.edu>
To: trobinson@greatpointenergy.com
Subject: Thank you very much
Hello Mr. Robinson,
I am Teresa Kim, the student who interviewed you earlier on Tuesday morning at the Fall
River Plant. I greatly appreciate the time and energy you have spent with speaking with
me and answering my interview questions. The information that you have given me is very
helpful and has definitely enlightened me on how you as a manager operate at GreatPoint
Energy.
If I have any further questions for you, would you mind if I emailed you about them?
Also, please feel free to email me for any questions or concerns at teresa89@bu.edu.
Thank you so much again for your time and consideration.
With great appreciation,

Teresa Kim
57 | P a g e
Works Cited
“25 Companies to Watch in Energy Tech.” Company Description.
http://images.businessweek.com/ss/09/07/0714_sustainable_planet/12.htm
(accessed November 18, 2009).
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20, 2009).
Chaplin, Nicole. Interview by Sarah Alvy. October 27, 2009.
Cullen, John B., Johnson Jean L., Tomoaki Sakano, “Success Through Commitment and Trust:
The Soft Side of Strategic Alliance Management” Journal of World Business 2000 35(3).
D’Angelo, Jamie. Interview by Ashita Gopal. Fall River, MA, October 27, 2009.
Ewan, Ron, Interview by Chris Gordon, Fall River, MA, October 27, 2009.
Gary L. Neilson, Karla L. Martin, and Elizabeth Powers, “The Secrets to Successful
Strategy Execution,” Harvard Business Review, June, 2008,
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499b-8bee-bf1a808e5dbd%40sessionmgr12.
Gerzof, David and Alexandra Hastings. “GreatPoint Energy Chosen as Overall Winner o 2009
GoingGreen East 50.” Reuters.
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(accessed November 22, 2009).
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October 1, 2009).
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E. Ring, "GoingGreen East 50 Winners," AlwaysOn, February 2009.
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conceptual model” Journal of Business Research 62 (2009) 1096–1107.
House, Robert. “A Path Goals Theory of Leader Effectiveness,” Administrative Science

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J. Kruger et al., “Egocentrism over E-Mail: Can We Communicate as Well as We Think?”

Journal of Personailty and Social Psychology 89, no. 6 (2005), pp. 925-36.
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York: McGraw-Hill Irwin, 2009.
Morse, Gardiner. “Why We Misread Motives.” Harvard Business Review 81, no. 1 (2003): 18.
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Neilson, Gary L., Karla L. Martin, and Elizabeth Powers. ?The Secrets to Successful Strategy
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Nohria, Nitin, Boris Groysberg, and Linda-Eling Lee. ?Employee Motivation: A Powerful New
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OB221 section D1 Discussion Lecture: Values, Attitudes and Motivation by Professor

McCarthy September 17th 2009.
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Communication and Interdependency 5

Thank You Notes 54

TERESA KIM MIN SON

Andrew Pearlman in Cambridge, Massachusetts with the idea of developing a proprietary,

highly-efficient catalytic process, known as hydromethanation, (Appendix J) by which coal,

The Organization of GreatPoint Energy

its leaders will change dramatically.

Employee motivation is a crucial component in any successful organizations. Because

acquire, learn, and defend.15

efficiently because of the beneficial and tangible rewards it offers.

motivators.17 Thomas Robinson, VP of Projects and Operations, stated that it is important to

which can be explained by the four-drive theory.19

Because an organization’s culture is linked to its motivational success, it is important to

purposely shows gratitude to his co-workers by emailing upper management of an individual’s

technology explains their drive to defend the environment.

III. Communication and Interdependency

organizational learning, decision-making, and strong employee relationships. Therefore,

effective communication is essential to almost all organizations interdependency and no

technology, relationships among employees and norms.

constant feedback, communication” to achieve more productive working environment.24 What

doesn’t hurt the case when it comes to building team bonding.

uncertainty.26 Consequently, the grapevine can cause communication barriers in which

as team norms, individual preferences, work routine, and culture.

constant use of email and video chatting.

conflicts. Therefore, it is an organization’s best interest to create and encourage communication

personal and comforting.

Responsibility (Appendix F). This is exemplified through their hydromethanation process, as

values interdependency and employee relationships, which is strengthened by their horizontal

structure. However, to allow an employee to become an integral part of the company,

VI. Employee Relationships

needed for growth and success well into the future.

As previously mentioned, leadership is the foundation of positive relationships at GPE.

Communication (Appendix F) and balance of power are essential to the strength of

relationships within the company. Also previously mentioned communication is straightforward

what needs to be said”35

Balance of power (Appendix F) is a product of communication. The managers at GPE do

Commitment (Appendix F) is the last variable that completes an employee relationship.

the possibilities of achievement at GPE are endless.

impose their current culture in those plants.

After reviewing the company’s future outlook, we have developed certain

1. GreatPoint Energy, “Our Company: About.” http://www.greatpointenergy

.com/about.php (accessed November 17, 2008).

2. A. Aston, P. Engardio, and J. Makower, "25 Companies to Watch in Energy

Tech," BusinessWeek, http://images.businessweek.com/ss/09/07/0714_sustainable

_planet/12.htm (accessed November 21, 2008).

3. E. Ring, "GoingGreen East 50 Winners," AlwaysOn, February 2009.

http://alwayson.goingon.com/permalink/post/31372 (accessed November

4. S. L. McShane and M. Glinow, Organizational Behavior: [essentials] (New York:

McGraw-Hill Irwin, 2009), 231.

5. Nicole Chaplin, interview by Sarah Alvy. October 27, 2009.

6. Nicole Chaplin, interview by Sarah Alvy. October 27, 2009.

7. J. P. Kotter, “What Leaders Really Do,” Harvard Business Review, Breakthrough

Leadership (2001): 90.

8. Charles Powell, interview by Chris Gordon. October 27, 2009.

9. S. L. McShane and Mary Ann Von Glinow, Organizational Behavior:

[Essentials], (Boston: McGraw-Hill Irwin, 2009), pp. 231.

10. S. L. McShane and Mary Ann Von Glinow, Organizational Behavior:

[Essentials], (Boston: McGraw-Hill Irwin, 2009), pp. 233.

11. S. L. McShane and Mary Ann Von Glinow, Organizational Behavior:

[Essentials], (Boston: McGraw-Hill Irwin, 2009), pp. 95.

York: Putnam Sons, 1994)

13. J. E. LeDoux, “Emotion Circuits in the Brain,” Annual Review of Neuroscience