Through the implementation of efficient and effective management, New Belgium Brewing (NBB) Company has grown from operating out of the founder's basement to its current custom-built facility. New Belgium was founded after Jeff Lebesch took a trip to Belgium and was inspired to produce a high-quality beer in his hometown of Col- orado. After consistently experimenting in his basement with a special strain of yeast used in Belgian-style ales, Lebesch began the entrepreneurial endeavor of marketing his product. Lebesch enlisted his wife, Kim Jordan, to help deliver and market the beer to local store shelves. The first brew was named Fat Tire Amber Ale. Retailers were ini- tially reluctant to place the beer on store shelves; however, NBB eventually developed a strong customer base that propelled the brand to become a household name. Today NBB is the third largest craft brewery in the United States.

Since the beginning, the founders and employees have operated with a set of core values and beliefs. Jeff and Kim pledged to create a high-involvement organizational cul- ture, which all employees are expected to equally and eth- ically contribute toward. From planning goals and ways to attain objectives to organizing and assigning responsi- bilities, the two entrepreneurs assumed a leadership role.

Craft brewers such as New Belgium Brewing maintain a high level of integrity.

They led employees to accomplish tasks that helped them develop conceptual skills when facing any type of issue at hand. Controlling and monitoring activities and correcting for mistakes enable them to operate in a profitable man- ner while providing a product that is environmentally and socially responsible. The founders have not strayed from their initial vision, and through positive leadership the

entrepreneurs prompt employees to set and achieve goals through proper planning and organization in all aspects of the business.

With leadership being the crucial aspect of any busi- ness, it is important that all levels of management are in- volved in developing goals and strategies for the compa- ny's strategic vision. This leadership style has proven to be successful and informational for employees. To celebrate employees' birthdays, a catered lunch is provided along with a free massage once a year. Employees are also al- lowed to bring children and dogs to work to help alleviate the strain on finding places for them during the workday. Employees that have been with the company for five years are eligible for an all-expenses paid trip to Belgium to al- low for growth and development within the beer culture. Employees are also encouraged to volunteer with various organizations and causes. By doing this, they are able to receive one hour of reimbursement for every two hours of volunteer work performed

In 2012 Kim Jordan made the decision to allow em- ployees at New Belgium to purchase her remaining con- trolling shares, making New Belgium a 100 percent em- ployee owned company. From 2000 to 2012 New Belgium was 41 percent employee-owned. Today it is now fully operated through an Employee Stock Ownership Plan. As CEO, Kim continues to emphasize a high involvement or- ganizational culture. For instance, NBB allows employees to see the financial costs and current performance sum-

maries of the company and provides financial training so that employees are able to understand the books and ask questions about any concerns. With this open book management style, employees are able to take control of their future and see what effect they are having within the industry.

The company operates in a socially aware manner and encourages employees to do the same. New Belgium of- fers an onsite recycling center and encourages employees to ride fat-tired cruiser bikes them after one year of employment.

• How do Kim and Jeff carry out the management function at NBB?
• Describe ways in which the founders assumed deci- sional roles in their work.
• How would you describe New Belgium Brewing's or- ganizational culture?