$1.$ Facebook's Careers page emphasizes core values such as "focus on impact," "move fast," and to $"$be bold." These values are integrated into its employee boot camps, which are internal management training programs open to all employees, not just engineers. These boot camps have the purpose of developing specific skills and capabilities in employees that align with Facebook's core values$/$strategic goals. These programs integrate the traits and goals from the Careers page by focusing on practical skills$/$knowledge that enable employees to "move fast and break things" in a controlled manner. These boot camps include training on rapid prototyping techniques and data$-$driven decision$-$making processes. The positive of these boot camps are to help create a cohesive workforce capable of driving innovation and growth while preparing employees of all types to embrace Facebook's core values while working towards its strategic goals.$$

$2.$ Amazon.com's $"$S$-$Team" meetings, led by Jeff Bezos, are known for their unique approach to fostering innovation and clear thinking among senior executives. Bezos starts meetings with $30$ minutes of silent reading to ensure everyone is well$-$prepared and focused. This practice helps ensure that everyone is on the same page and can contribute more effectively. Bezos also insists that new ideas must be written and presented in memo form. This encourages employees to think deeply about their ideas, articulate them clearly, while providing sufficient detail and analysis. Both of these approaches put an emphasis on his commitment to clear, concise, and innovative thinking. This approach also serves as a de facto crash course for new Amazon executives by immersing them in Amazon's culture of clear and innovative thinking from the start. Through memo form, Bezos ensures that new executives quickly adapt to Amazon's expectations and contribute effectively to the company's success. Overall, this management strategy reflects Bezo's overriding goal of cohesiveness.

$3.$ Johnson & Johnson $($J&J$)$ is a global healthcare company with a decentralized management structure, meaning that decision$-$making authority is delegated to the local level. The organizational structure operates through multiple business segments, including pharmaceuticals, medical devices, and consumer health products. Each segment has its own management team responsible for decision$-$making within their respective areas.$$

Some advantages of a decentralized management system at $($J&J$)$ include localized decision$-$making which allows for faster responses to local market conditions and customer needs. It also includes better customer focus which enables closer relationships with customers and better understanding of their needs. Flexibility is also another advantage which allows for adaptation to different regulatory environments.$$

Some disadvantages of a decentralized structure include coordination challenges. Alignment and coordination between different segments can pose as a major challenge. Another disadvantage is the potential for redundancy in functions such as marketing, finance, and HR across different segments. Another disadvantage is the risk of inconsistency. This could be different segments implementing strategies$/$policies that are not aligned with the overall company goals.$$

However, the decentralized structure at J&J was established to allow for greater agility and responsiveness to local markets. All in all, it has been an effective means of decision$-$making for the company, allowing J&J to maintain a strong presence in various markets and to adapt to changing business environments.