Would you want to work at a place like Zappos before the transition to Holacracy?

Assignment Instructions:

Write an essay using fewer than 2000 words to discuss the following themes in this case study.

Answers the following questions on the essay

1. Would you want to work at a place like Zappos before the transition to Holacracy? (Be sure to explain why or why not).

2. What do you believe are Tonys motives? (Why is Tony making this change?, Do you believe that Tonys motives are pure (he wants to drive innovation, promote meritocracy) or whether they are self-serving motives. Can and should leadership be entirely selfless for their company?

3. Evaluate Tonys methods (Is the timing right?, Is he going about this the right way? (ripping the Band-Aid off), Does Zappos relationship to Amazon have little or much to do with the migration of the Zappos website to a new platform? Will the changes that Tony is implementing help or hinder Zappos attempts to maintain its distinctiveness from Amazon?

4. 14% of Zappos workforce departed following the March 2015 offer. From the perspective of Tony, is this a sign of empathy or, on the contrary, a way he is pushing employees too quickly beyond their comfort zone, ignoring their concerns about Holacracy. Reflect on the implications of the fact that Tony is getting rid of all managers in favor of sole leadership, and that, ironically, the decision to remove hierarchy is being imposed from the top down

Concluding Note: We then shift away from the details of the case to consider the utility of culture that is both widely distributed and highly internalized using Burks 1994 Framework we emphasize the relationship between the organizational culture and performance, but point out that it is the alignment around a shared culture, not the content of a specific values, that is powerful. We note that culture is created both from the top down and from the bottom up and that managing culture require socialization, using symbols, and embodying culture. Regarding structure and radical change, we conclude by noting that, like culture, structure is an often ignored but equally consequential management tool. We highlight peoples fundamental need for some degree of familiar rarity and stability, and freedom in their interactions, which they satisfy through structure. Structure however, must be aligned with an organizations culture this leads us to the challenges associated with reaching alignment around radical change and the choices faced by leadership in driving that change.

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