Leading Business

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LEADING BUSINESS 4

LeadingBusiness

QuestionOne

Theorganization culture of Goldman Sachs can be indicated to beexcellent and enticing. One of the reasons why it can be deemed to beinteresting is because it has clearly laid principles that guide itsemployees. According to the case study, the organization provides itsnewly-hired employees with 14 principles that offer a guide to thecompany’s culture. Besides, the organization has a website where itclearly presents the principles that it follows. Furthermore, theculture of the entity is interesting since the organization is in aposition to offer attractive perks such as lectures by celebritiesand on-site health club. In addition, the culture of the organizationemphasizes on engaging workers in sharing their ideas. Given thispositive culture concerning Goldman, I would argue that theorganization provides an environment that employees would enjoyworking in. However, the company requires employees to work for 70 ormore hours in a week. This involves overworking the employees, whichmay be discouraging to be in the organization. However, from thebenefits provided by the entity, I would enjoy working in theorganization.

Question2

Accordingto the Competing Value Framework (CVF), there are four types ofculture that include adhocracy, hierarchy, market, and clan (Yu &ampWu, 2009). The adhocracy culture acts like a temporary institutionwhere there is dismissal once organizational tasks become completed,and reloading commences when new assignments emerge. The hierarchyculture is different since it tends to have a clear organizationalstructure, standardized guidelines and procedures, firm control, anddefined tasks. Alternatively, the market culture emphasizes on thetransactions with the setting outside the company rather than on theinternal management. On the other hand, the clan culture includessharing of values and common goals. Also, this culture focuses onempowerment as well as worker evolvement (Yu &amp Wu, 2009).

Ithink the culture that can be indicated to exist at Goldman Sachs isthe hierarchy culture. This is because the company has clear,standardized rules that guide its operations. For instance, theentity has 14 principles that are well-developed to offer a guide onhow the business conducts itself. Moreover, the organization has madeit clear that employees are expected to work for more than 70 hours.

Question3

Ahealthy culture is critical to a company’s success. Ethics shouldalways be part of an organization’s practices so as to ensure thatthe stakeholders such as clients and employees benefit as the entityreaps from them (Lencioni, 2012). In maintaining a strong culture, Iwould recommend that Goldman Sachs should consider keeping customersas their priority. The organization can do this by ensuring that itprovides services to clients as they require them. Providing qualityservices would ensure that clients receive the best in the market.The firm should also ensure that customers are not discriminatedagainst in terms of the price charged. Alternatively, the businessshould also focus on its employees. I recommend that employees shouldbe treated well through ensuring that they receive remuneration basedon the work that they carry out. Thus, the more they work, the morethey are supposed to earn. The company should include differentemployees’ benefits and ensure that they are satisfied working inthe organization. Furthermore, in decisions that involve the welfareof the workers, it would be substantial for the business to engagethem accordingly.

References

Lencioni,P. (2012). Theadvantage: Why organizational health trumps everything else inbusiness.San Francisco, CA: Jossey-Bass.

Testingthe Health of Goldman Sachs’s Culture Case Study

Yu,T. &amp Wu, N. (2009). A Review Study on the Competing ValuesFramework. International Journalof Business and Management,Vol. 4 (7).

Leading Business

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LeadingBusiness

Value-BasedLeadership

Iwould have advised him to create an environment that is evident of avalue-based leadership. Through this leadership, ethical values inthe workplace are nurtured and strengthened. Studies have shown thatleaders guide moral values through committed spiritual leadership andtheir personal ethics (Adair, 2013). Hsieh should evaluate what eachemployee’s trait impacts Zappos working culture. Moral developmentis a critical stage in a leader’s personal factor. This affects amanager’s skill to interpret value into behavior. By understandingthe culture and employees at Zappos, Hsieh can actually identifyemployees’ working behavior and expectations. Some employees willmake decisions and act to avoid punishment and obtain rewards whilethere are those who have learned to conform to the presumption ofproper behavior as defined in the workplace (Adair, 2013).

AdaptabilityCulture

FromZappos’ case study, their culture can be characterized as adaptivethrough Hsieh’s emphasis on values that support the company’scapacity to construe and decipher signals from the surroundings intonew behavior responses (Adair, 2013). Zappos employees are providedwith a full-time coach that they can engage if experiencing a dullwork day and a nap room. The company emboldens its employees to lettheir unique personalities radiate and be creative when servingcustomers leaving them with a “wow” impression (Adair, 2013).

LeadershipEssentials

Thisis how I would ensure that Zappos organization culture remains ahigh-performance culture by considering some of these essentials inits leaders.

  • Leaders that value their influence and growth in an organization, Hsieh’s salary and that of his employees’ are less than the industry average. Money is not a motivating factor for them, but they still strive to serve their customers better (Argyris, 2012).

  • Managers at Zappos are required to devote a portion of their time “goofing off” with the juniors in their department. Leaders who create and shape an adaptive culture do so by demonstrating high-performance successes by emphasizing on substantial business operations and values (Argyris, 2012).

  • A great leader will identify an existing culture gap and bridge this by aligning the external environment to the company’s strategy (Argyris, 2012). At Zappos, the management has an after-hours get-together with its employees, which is a unique way for an intimate interaction between the managers and the junior staff.

References

Argyris,C. (2012). OrganizationalCulture and Leadership.Oxford: Oxford University Press.

Adair,J. (2013). DevelopYour Leadership Skills.Philadelphia: Kogan Page.

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4

LEADING BUSINESS

The success or failure of an organization is largely dependent on itsleaders. The leadership approaches adopted by the top management inan enterprise will determine the performance of other workers.Business chiefs inspire employees and set the pace (Hasegawa, 2015).Several lessons can be learned from Satoru Iwata, the formerexecutive of Nintendo. According to his business card, he was thepresident of the company. However, he was a gamer and a gamedeveloper. From a young age, designing, and playing games were in hismind and heart. He was able to transform his passions into a career.He started as a part-time game designer and worked his way up thecorporate ladder until he became the president (Case). Being amanager who understands the core business of the organization wascritical to his success. Therefore, to be a successful leader,adequate knowledge of the industry is essential (Hasegawa, 2015).

Satoru Iwata did not find himself as the president of Nintendoovernight. He had to work hard and earn his position. Leaders arepersons who are resilient and remain committed to personal andorganizational goals (Case). Before attaining the position, heserved as the president of HAL Laboratory. Although it was arelatively small company, it was an important Nintendo’s partner.Therefore, when it was faced with financial problems in 1992,Nintendo rescued it. The restructuring process enabled Iwata tobecome HAL Laboratory’s president. Ten years later, due to hissuccess, he joined the Nintendo and then became its president (Case).Thus, great leaders start small and progressively, through experienceand hard work, they acquire the necessary knowledge and skills tolead large organizations (Jones, 2012).

The modern business environment is very dynamic. This is critical fororganizations which are dependent on technology. New andrevolutionary developments have huge implications on the markets.Accurate judgment can make the difference between triumph and failure(Hasegawa, 2015). This is the challenge that faced Iwata. He hadmassive responsibilities of ensuring that the company remainedcompetitive in the changing games market. When Nintendo acquired HALLaboratory, he was given the responsibility of revitalizing theorganization, which had been declared bankrupt. Within seven years,he was able to turn around its fortunes. When he became the presidentof Nintendo, the firm was faced with fierce competition frommultinational corporations in the technology world such as Sony andMicrosoft (Case). To survive, he had to make difficult decisions andventure into new markets. For example, he introduced the Wii console,which targeted family based markets. The product had a huge influenceon the company success (Hasegawa, 2015).

Based on the leadership skills of Iwata, leaders should be able tomake a sense of the environment in which they operate. This enablesthem to create visions and goals that will guide the organizationtowards sustainable success. They are also able to anticipate futurechallenges and eliminate possible barriers (Hasegawa, 2015). As thepresident of Nintendo, Iwata was convinced that the future of thecompany was secure if it remained hungry and humble. Consequently,due to the inability to manage the rapid corporate changes in thelate 2000s, the profits started declining rapidly. Additionally, thetechnical employees, such as developers, were overworked, and thecompany began outsourcing some of its projects. This was contrary toIwata vision (Case).

References

Case. Iwata faces many different issues at Nintendo.

Hasegawa, Y. (2015). Rediscovering Japanese business leadership:15 Japanese managers and the companies they`re leading to new growth.Hoboken, N.J.: Wiley.

Jones, S. (2012). Codename Revolution: The Nintendo Wii Platform.MIT Press, ISBN 026230053

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