answer questions 1 & 2 please

CASE FOR ANALYSIS Yahoo!: Get to Work!" High-tech within the corporate world was developed, in the same results, cutting the corporate and personal or part, on the notion of mobile strategy and convenience bon footprint by reducing commute times, and reducing the ability to communicate, work remotely and accomplish wasted time through workplace flexibility. 435 Chapter 10: Organization Size, Life Cycle, and Decline Flex time was touted as a solution and an attractive the tech world it was such a bummer to say you worked perk for job seekers, particularly in the tech industries. for Yahoo." The situation had gotten that bad. insisted was possible for future workers. Then, it changed the game-getting employees into the office. The company Get to work was what your mom said; what your change: "This isn't a broad industry view about working responded to critics with one blanket statement about the coach said; what your teacher said. Suddenly, for Yahoo from home. This is about what is right for Yahoo, right now. employees, it was what your boss said in a surprise memo The previous situation was viewed by Mayer as cultural er's dumbest move," and it ignited a national debate over ing CEO door, projects slowed or were completely aban from new CEO Marissa Mayer, Entrepreneur called it May- self-strangulation. With no one in the building, and a revol- the concept of workplace bureaucracy versus flexibility. doned. Meanwhile, Facebook and other rivals were surging Created by Stanford grad students Jerry Yang and ahead, rolling out innovations, grabbing advertisers, and cor- David Filo, and launched as Yahoo in 1994, the company nering the social media market while Yahoo hesitated. grabbed the spotlight, riding the dot-com bubble to both an all-time high and an all-time low in tech stock pricing, Flickr, which had seemingly abandoned a potential lead- Mayer jumped in, revamping the recently acquired rejecting an acquisition bid from Microsoft, and suffering ership role in photo-sharing to rival Instagram. With new through its largest layoff of employees (2,000) in 2012. In a hires and a total redesign and update of Flickr, the move five-year period, 2009-2014, Yahoo had six CEOs bringing was heralded by Entrepreneur as Mayer's smartest. In constantly changing visions and executives to the company. addition, the new CEO quickly replaced employee Black- In May 2013, Marissa Mayer came over from Goo- Berrys with Android and iPhones, with corporate picking gle and immediately set off a fire-storm with the memo up the tab for monthly usage. With bodies now working informing employees to get to work and announcing that on-site, and in an effort to create an atmosphere of meeting Yahoo's work-at-home policy had been overturned. Empty and collaboration, Mayer offered free food in the cafeteria parking lots, offices, and cubicles would henceforth be and insisted on day-long Friday question/answer/planning teeming with employees. meetings between senior executives and all employees. Seen by Mayer and a significant number of employees Yahoo must make up time and get up to speed within as a boost for low morale, the move was criticized by others the industry quickly. Rivals are not waiting and some new within the company and across industries as a slap in the face ones doubtlessly lurk in the shadows. While some criticize at the notion of flexibility and remote workforce productivity. what they see as Mayer's infantilizing of employees and The general target for the new corporate ruling clamping down on others as she added an on-site nurs- appeared to be the 200 or so employees who had routinely ery for her own child, others developed a wait and see abused the work-from-home privilege by doing things like attitude-not only within the walls of Yahoo, but nation- starting their own businesses while no one was watching, wide, as companies weigh the future of remote workforce But if remote productivity and collaboration won't work cultures. within the tech industry, others pointed out, what is the message for other industries? Was this a high-profile exam- QUESTIONS ple of a tech company shooting itself in the foot? 1. Why do you think Marissa Mayer adopted a more Supporters of the change defended the move as a centralized and bureaucratic approach by bringing all need for control in this particular company based on the employees on-site to work at Yahoo? constant directional changes at Yahoo, the low morale of 2. Why do you think many employees resisted this employees, and the lack of face-time and collaboration change? needed to keep up with the innovations of rivals. The New 3. What do you think will be the full impact of having York Times quoted one former Yahoo official as saying, "In employees work on-site rather than at home? 97