The points a asking for are :

• A brief Introduction:

outline the relevance/importance of the case and give some idea

• Background:
• Help me to know explanations about the organization,
• Case Analysis:

explain how the case relate to "Management" and/or any of the topics in Management

discuss the way in which the case help understands the FYIA topic and/or issues

• Conclusion:

What can conclude generally about this case and how it relates to management

• ?TWO Questions about the case (and Answers)

For Your Immediate Action Michelle, I saw an article the other day explaining the results of has shown that people who have in at work are more creative, more productive, work better with others, and call in sick less oen. I'm sold! So how and where do we start? Get me a bulleted list of ideas on how we can create a workplace here at Speedy that's both fun and yet still focused on work. I'm sure you'll have to do some research on this. And oh . . . have fun with it! This fictionalized company and message were created for educational 3' survey that said only 8 percent 0f employers use fun to reduce purposes only, and not meant to reectpositively or negatively on management Case Application: Going to Extremes: Part 2 91 only is Zappos the number one e-retailer, but it also N is ranked the sixth best company to work for in Fortune magazine's annual survey. Okay, so what is it really about Zappos that makes its culture so great? Let's take a closer look. Zappos began selling shoes and other products online in 1999. Four years later, it was protable, and it reached more than $1 billion in sales by 2009. Also, in 2009, Zappos was named BusinessWeek's Customer Service Champ and was given an A+ rating by the Better Business Bureau. that year, Amazon (yeah . . . that Amazon) purchased Zappos for 10 million Amazon shares, worth almost $928 million at the time. Zappos' employees divided up $40 million in cash and restricted stock and were assured that Zappos management would remain in place. The person who was determined to \"build a culture that applauds such things as weirdness and humility\" was Tony Hsieh (pronounced Shay) who became CEO of Zappos in 2000. And Tony is the epitome of weirdness and humility. For instance, on April Fools' Day 2010, he issued a press release announcing that \"Zappos was suing Walt Disney Company in a class action suit claiming that Disney was misleading the public by saying that Disneyland is 'the happiest place on earth' because clearly\" Hsieh argued, Zappos is. employee stress at work. That same article said that research practicesbyany company thanmyshare this name Before joining Zappos, Hsieh had been cofounder of the Internet advertising network mm and had seen rst- hand the \"dysfunction that can arise from building a company in which technical skill is all that matters.\" He was determined to do it differently at Zappos. Hsieh rst invited the 300 employees at Zappos to list the core values that the culture should be based upon. That process led to the 10 values that continue to drive the organization, which now employs about 1,400 people. Another thing that distinguishes the Zappos culture is the recognition that organizational culture is more than a list of written values. The culture has to be \"lived.\" And Zappos does this by maintaining a \"complex web of human interactions.\" At Zappos, social media is used liberally to link employees with one another and with the company's customers. For instance, one recent tweet said, \"Hey. Did anyone bring a hairdryer to the ofce today?\" This kind of camaraderie can maintain and sustain employee commitment to the company. Also, at Zappos, the company's \"pulse\" or \"health\" of the culture is surveyed monthly. In these happiness surveys, employees answer such \"unlikely questions as whether they believe that the company has a higher purpose than profits, whether their own role has meaning, whether they feel in con- QQLof their career path, whether they consider their coworkers to be like family and friends, and whether they are happy in their jobs.\" Survey results are broken down by department and opportunities for \"development\" are identied and acted on. For example, when one month's survey showed that a particular department had \"veered off course and felt isolated from the rest of the organization,\" actions were taken to show employees how integral their work was to the rest of the company. CHAPTER 3 409 YOUR TURN TO BE A MANAGER And one other thing about Zappos: Every year, to celebrate its accomplishments, it publishes a Culture Book, a testimonial to the power of its culture. \"Zappos has a belief that the right culture with the right values will always produce the best organizational performance, and this belief trumps everything else.\" DISCUSSION QUESTIONS 1. Find a list of all 10 of Zappos' corporate values. Pick two of the values and explain how you think those values would inuence the way employees do their work. 2. Using this list of corporate values and Exhibit 24, describe Zappos' organizational culture. In which areas would you say that Zappos' culture is very high (or typical)? Explain. 3. How did Zappos' corporate culture begin? How is Zappos' corporate culture maintained? 5. \"The right culture with the right values will always produce the best organizational performance.\" What do you think of this statement? Do you agree? Why orwhy not? 6. What could other companies learn from Tony Hsieh and Zappos' experiences? 0 I > 'U _| I11 I! 00 Skill Development: Building High Ethical Standards Ethics encompasses the rules and principles we use to dene right and wrong conduct. Many organizations have formally written ethical codes to guide managers and employees in their decisions and actions. But individuals need to establish their own personal ethical standards. If managers are to successfully lead others, they need to be seen as trustworthy and ethical. Personal Insights: How Do My Ethics Rate? Indicate your level of agreement with these 15 statements using the following scale: 4,"