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OB Culture

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Rashi Agarwal
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22 views20 pages

OB Culture

Uploaded by

Rashi Agarwal
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Corporate Culture at Facebook

 Founded in 2003 as Face Mash, within the dorms of


Harvard University, the basis of the company was
created. After changing the name and having success
among US colleges, Mark Zuckerberg, the CEO
dropped out of college to pursue ‘Facebook’, in
2004.
 Once relocating and renting a small space in Palo
Alto, California, the Facebook brand started to grow,
as did the culture. Being known as an office for fun,
the Facebook culture was developing.
11-1
Company Values
 Be bold
 Building great things means taking risks. We have a saying:
“The riskiest thing is to take no risks.” In a world that’s
changing so quickly, you’re guaranteed to fail if you don’t take
any risks. We encourage everyone to make bold decisions, even
if that means being wrong some of the time.
 Focus on impact
 To have the biggest impact, we need to focus on solving the
most important problems. It sounds simple, but most companies
do this poorly and waste a lot of time. We expect everyone at
Facebook to be good at finding the biggest problems to work on.

11-2
 Move fast
 Moving fast enables us to build more things and learn faster.
We’re less afraid of making mistakes than we are of losing
opportunities by moving too slowly. We are a culture of
builders, the power is in your hands.
 Be open
 We believe that a more open world is a better world. The
same goes for our company. Informed people make better
decisions and have a greater impact, which is why we work
hard to make sure everyone at Facebook has access to as
much information about the company as possible.
11-3
 Build social value
 Facebook was created to make the world more open and
connected, not just to build a company. We expect everyone at
Facebook to focus every day on how to build real value for the
world in everything they do.
 Mission Statement
 To make the world more open and connected
 Strategic hiring
 The hiring process is easily reflective of the values and greatly
adds corporate culture at Facebook. Every new hire has to meet
the criteria set through the company values.
11-4
 Competitive atmosphere
 Facebook doesn’t merely employ the best and let them fight
to the death for promotions or other benefits. Facebook
ensure the competitiveness is positive, by developing their
staff.
 Benefits and perks
 New parent benefits, vacation benefits, eating and food
benefits, health insurance, $250 of free Facebook ad spend or
even the little things like a barber, bank, drycleaners and so
on.
 Facebook really gives their staff the best end of the stick.
11-5
 Office layout
 The corporate culture at Facebook is empowering and
inspiring to all who stroll through the doors. Aiming to have
a ‘frictionless’ work space, Facebook has everyone working
together on big, white, communal desks.
 Even Zuckerberg doesn’t have an office.

11-6
Definition-Organizational Culture
 The basic pattern of shared values and
assumptions shared within the organization.
 Defines what is important and unimportant
 Company’s DNA—invisible, yet powerful
template that shapes employee behavior
11-8
Artifacts of Organizational Culture:

 Observable symbols and signs of culture


 Physical structures, ceremonies, language,
stories
 Maintain and transmit organization’s culture
 Need many artifacts to accurately decipher a
company’s culture

11-9
4 Broad categories of artifacts
 Organizational Stories and Legends
 Ex- David Ogilvy – legend in advertising industry
 Russian doll on Board of director’s seats
 Message inside the doll: “if you hire people who are
smaller than you are, we shall become a company of
dwarfs. If you hire people who are bigger than you
are we shall become a company of giants”
 Russian dolls are now Ogilvy’s culture: which
demands hiring talent.
11-10
 Rituals and Ceremonies:
 How visitors are treated; how often senior
executives visit front line staff; how much
time employee takes for lunch.
 Planned ceremonies: giving awards, birthday
celebrations; season celebration.

11-11
 Physical Structures/Symbols
 Building structure -- may shape and reflect
culture
 Office design conveys cultural meaning
 Furniture, office size, wall hangings, art deco

11-12
 Organizational Language
 Words used to address people, describe
customers, etc.
 Leaders use phrases and special vocabulary as
cultural symbols

11-13
Organizational Culture
 Organizational Culture the shared values, beliefs and
norms which influence the way employees think,
feel and act towards others inside and outside the
organization.

 Edgar Schein’s (2004) model is widely accepted and


considers organizational culture in terms of three
levels, each distinguished by its visibility to, and
accessibility by individuals.
1. Surface manifestation of organizational
culture,
 also called ‘observable culture’.
 It refers to the visible things that a culture
produces.
 It includes both physical objects and also
behaviour patterns that can be seen, heard or felt.
 These all ‘send a message’ to an organization’s
employees, suppliers, and customers.
2. Organizational values
 represent something that is explicitly or implicitly
desirable to an individual or group;
 influence employees’ choices from available means and
ends of action;
 reflect their beliefs as to what is right and wrong, or
specify their general preferences
 Organizational values are the accumulated beliefs held
about how work should be done and situations dealt with.
3. Basic assumptions
 Are the deepest level of culture, and are the most difficult
to comprehend.
 They are the set of shared but unspoken suppositions
about the best way to do things within a company.
 They relate to the nature of reality and the organization’s
relationship with its environment.
Thankyou

11-20

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