Integrating Culture and Diversity in Decision Making Essay

1. Provide a brief (1 paragraph) description of the organization you chose to research. Zappos was founded in 1999 during the dotcom boom by Nick Swinmurn (Twitchell, 2009) on a quest to buy a pair of sneakers at a topical anaesthetic m in all. It has grown in to a 1.2 trillion dollar subsidiary of Amazon.com and a tether on-line provider of every intimacy from togs to couture handbags. They pull in done this with a simple guideword Powered by Service. Providing all of their nodes with free (sometimes next day) shipping and returns, Zappos has invested in the power of word of mouth to displace their business. 2. Examine the gloss of the selected organization.Retail doesnt see to be the only thing that Zappos has gotten right, however. Beyond growing from a small, arriviste friendship to a 1 trillion dollar behemoth, Zappos prides itself on the finis it has created and invests in for its employees. Un wish well some companies that oblige their employee credos and inbor n socialization (Apple comes to mind), Zappos promotes theirs for any ambitious client to see. Multiple unites on their website lead to testimonials, blogs and YouTube icons providing a behind the scenes tonus at notwithstanding now what its want to take a crap for this Once Upon a prison term shoe confederation. Current CEO Tony Hsieh verbalize in 2009 while celebrating the callers 10th anniversary that Our No. 1 priority is the company refining. Our all told whimsey is that if we get the culture right, then everything else, including the client help, will fall into place, (Twitchell, 2009) and indeed that archetype processes searchs embedded in the companys Core Values which are stick on on its website under a link labeled Our Unique Culture. 3. proficientify how you determined that the selected organization showed the signs of the culture that you boast identified. Zappos company culture seems to pride itself on creating a world-class experience non just for its customers, but for its employees as well.both the external adaptation (day to day tasks) and internal integration (employees ability to live and ready together) have been addressed in exactly the same way. Zappos seems to suggest that the way they conduct their external customers as a company and the way their internal customers treat to from each one one opposite are not varied. In each of the videos posted on their company blog, employees regard their Core Values as both the way they guide their interactions with customers and with each other. Though subcultures do seem to make up (based simply on the variety of employee groups with blogs on their website), Zappos has taken great strides through rituals like their Wishez program to keep those unique subcultures from suitable countercultures that work against the common goals of the company. Indeed, consanguinitys within these subcultures seem incidently strong. In one video describing the Wishez program and the w ay it bonds other departments together, employees seem to indicate that without it they king have neer interacted in the first place.This seems to lend itself to bow-wow and Tompkins theory that employees maintain a tendency to discern more potently with their individual work teams than with the company as a whole. (Schrodt, 2002) In one video, an employee identifies that she has hired a marching band to come and guide Happy Birthday for another employees fortieth birthday because he had teased when she false 40. They work in the same department. By forging such strong relationships betwixt employees, members of Zappos are encouraged to pursue corresponding relationships with their customers. One web page boasts that the monthlong recorded customer service vociferate to Zappos (lines which are open 24/7) was 8 hours long. Additionally, during Holiday months, customers talent even learn CEO Tony Hsieh on the customer service lines. 4. charm the factors that caused the organization to embody this particular culture.This dedication towards customer service that the Zappos culture seems to be based around is what has allowed Zappos to lead where other dotcoms had failed. In his daybook The great Business Decisions of All term, Verne Harnish lists Zappos decisions to offer free shipping and returns as particularly profound. He says (among the other decisions that he lists) that they stood out from others because they were counterintuitive they went against the grain of favourite practice. (Gringarten, 2012) Without this richly customer pore culture, Zappos as a brand might never have existed. Indeed, it continues to promote its customer focus and nothing else. While we might think of Zappos as a shoe company, Zappos seems to think of Zappos as a customer service company that happens to sell shoes. 5. meet what type of loss leader would be crush suited for this organization. Support your position.This kind of qualification takes a partic ular type of leader to induce. Each video on their company website that mentions CEO Tony Hsieh mentions his name with some riddle of revere suggesting that this type of culture is exceed suited for a charismatic leader. tally to Schermerhorn, charismatic leaders by absorb of their personal abilities, are capable of having a profound and extraordinary effect on followers. (Schermerhorn, 2000) Hsieh gives seminars in which he instructs other companies on how they can adopt the Zappos culture to their own businesses.He believes very strongly in the culture that Zappos has created. 6. Imagine that at that place is a decline in the get of product(s) or services supplied by the selected organization. Determine what the change in culture would contract to be in response to this situation. The utmost(prenominal) success that Zappos has enjoyed in such a short amount of time and the developing of their business from simply shoes to just about anything else seems to suggest that e ven if tomorrow people motivatinged one less(prenominal) pair of shoes, the corporate culture of Zappos as a company would not need to be adjusted. By focusing on internal culture (employees) and external culture (customer) first, Zappos has answered the question of how to sell rather than what to sell. Their routine implies that people dont just need shoes what they want is a different way to buy them.BibliographyGringarten, H. (2012). The Greatest Business Decisions of all Time. Journal of Multidisciplinary interrogation , 95.Schermerhorn, J. R. (2000). Organizational Behavior . New York Wiley.Schrodt, P. (2002). The relationship between organisational identification and organizational culture employee perceptions of culture and identification in a retail sales organization. chat Studies , 189.Twitchell, J. (2009, June 16). From Upstart To $1 Billion Behemoth, Zappos mark 10 Years. Retrieved from LasVegas Sun