OB Case Study-I: Few industries have undergone as much turbulence in the past

few years as those in Internet-related business. One of the leaders in this industry is
Trilogy Software, based in Austin,Texas, Trilogy, founded in 1989,creates software to
help e-businesses handle procurement, customer-service, relationship management, and
data integration. Its 1500 employees serve an impressive client base that includes Ford,
FedEx, Land’s End, Charles Schwab and Motorola.

Trilogy’s president and CEO, Jeo Liemandt, seeks to hire and keep employees
who can flourish in a chaotic environment, who are willing to take risks and aren’t afraid
of working long hours. Liemandt has fashioned a strategy for Trilogy that encompasses
maintaining the high energy of a start-up with the experience of an established company.
An important part of that strategy is continually recruiting “only the best”-bright,dynamic
individuals from the best universities, business schools and industries. By hiring great
people and giving them significant responsibilities from day one, Liemandt hopes his
firm will be able to respond to competitive challenges, keep its entrepreneurial spirit
alive, and achieve its goal of being a high impact company.

New recruits are wooed to Austin with dinners, cultural and recreational outings,
and competitive salaries. Once there, the recruits go through “boot camp”-an intensive
training program conducted to turn rookies into Trilogians. In classes led by Liemandt
and Trilogy veterans, the first week is spent learning about programming languages,
product plans, and marketing. Classes start at 8 A.M. and in the first month at least, last
until midnight. During the second week, the new hires are divided into small teams and
given three weeks to complete projects ranging from asking an existing Trilogy product
run faster to creating new products from scratch. Their performance on these will affect
where the new hires are eventually placed and also determines whether they’ll be
rewarded with a trip to Las Vegas at the end of the boot camp.

This boot camp introduction to Trilogy is designed to instill the company’s values
and shape new employees’ expectations. Recruits are told that effort won’t be enough. In
a presentation given by Liemandt about the team project, the recruits are shown a that
says “No Reward for Trying.” He flatly states,” If you set a hard goal and don’t make
it,you don’t win any points.” Some recruits fall out during this boot camp. But for those
who survive, life at Trilogy can be very rewarding and satisfying.

The company’s atmosphere combines work and play. Trilogy gives employees
ambitious responsibilities and the freedom and resources to fulfill them. The firm’s
culture encourages maximizing employee passion, energy and commitment. And the
company generously rewards its employees for their performance. Company benefits are
intended to keep employees motivated and excited. For instance stocked kitchens,
company trips, discounted membership at local gyms, and an on-site company ski boats
on two Austin lakes and an on-site concierge service to take care of personal errands.

Question:
Which variables (elements) of the Robbins’s basic OB model are visible in this case
study? Use examples from the case to identify the variables.