Leadership in Good Sport The company in the simulation called Good Sport, is a Florida-based manufacturer of fitness equipment such as treadmills, bicycles, steppers and rowing equipment. Basketball player Jason Poole founded Good Sport 15 years ago. Good Sport has fifteen years of experience in providing excellent products to customers. The company has found success marketing its exercise equipment to hospitals. Good Sport has also been successful in providing equipment for clubs, hotels and residences in North Carolina, South Carolina and Georgia. The latest interactive holistic exercise equipment developed by the research and development (R&D) department is called XtendSport. Good Sport has four departments: manufacturing research and development, sales and finance. Any new equipment must be approved by each of the four departments before it can be put into production. To continue to be successful, Good Sport should consider the latest trends when designing and producing new products. The Good Sport organizational structure is the one we see most frequently in companies. Previous CEO Marvin Wallace led Good Sport and was responsible for the manufacturing, research and development, sales and finance departments. Each of the departments has its own vice president, senior manager and lower manager. Lower managers must report to senior managers, and senior managers must report to the vice president and finally report to the CEO. It means that commands and decisions flow from the CEO through certain management levels to the employees. Therefore, within the Good Sport company, it is a hierarchical or high organizational structure. Hierarchy in an organization defines the ordered relationship in terms of power in decision making over a set of organizational members (Shiba, 2002). The advantage of using the hierarchical organizational structure is that middle managers perform a valuable function by controlling work activities and managing company growth. The disadvantage of using hierarchical organizational structure is that too many layers of managers cost too much (McShane & Von Glinow, 2004). the underlying pattern of shared assumptions, values, and beliefs that govern behavior within a particular organization. Organizational culture is a deeply entrenched form of social control. It is the “social glue” that unites people and makes them feel part of the organizational experience. (McShane and Von Glinow, 2004). Good Sport has a dominant culture which is high power distance, because most decisions pass from the owner, through certain management levels, to the employees. This dominant culture is shared more widely by organizational members.