Case study: Valve Corporation- Work done, failed to PAY for the service

Name:Institution:Date:Employees at Valve Corporation, which is a flat organization involved in the development and selling of video games to almost a global market, may experience a combination benefits and challenges based on the organizational structure adopted by the company. Apparently, Valve’s employees are not subjected under any formal leadership or management bodies, but are rather expected to work freely and move through responsibilities at their own will and initiative (Neck, Lattimer, and Houghton, 2013). The management style can be arguably emulated based on the vast size and impact of the company in the communication, information and entertainment technology industries. However, like in any other typical organization of the size and reputation of Valve, employees under the company have achieved this success at a cost.Some of the challenges that an ordinary employee at Valve may have experienced is the threat of cartels and informal dominating forces from some of the employees that may have accumulated power because they are influential, gifted, and productive and difficulty in working in large teams. Generally, human beings are diversified in their abilities, orientations, backgrounds, creativity and performances, among other values that would be used to judge an employee’s value to the organization. This by default creates room for emergence of cartels and powerful individuals whose operation and authority would relatively overshadow those of the average or new employees. The organization may, therefore, claim to have adopted a flat structure, but in order to uphold and increasingly foster growth, development and expansion in size, scope, impact and influence, some employees have to count more than others. There is, however, an opportunity for learning and acquiring motivation and inspiration from other employees with experience and reputation both within the company and the industry. This is because employees are generally seen as equal and, at the same time, form a social unit comprised of individuals involved in a common organization and pursuing a common objective. Valve’s employees have equal access to and right over the company’s resources and freedom to transverse through different teams, areas and duties within the organization in such a way they would get increasingly independent and creative.One of the changes recommendable for Valve’s organizational improvement would include creation of “democratic” leadership positions in which the employees would elect their preferred leaders to lead from the from and centralize the pursuance of goals and objectives into a common ideal for guiding all employees. Such leadership positions would be held in terms lasting for specified durations such as annually and the candidates would be the employees themselves. Such a system would provide leadership opportunities as for different employees such that each employee would feel powerful and responsible for the growth and development of the company. In order to uphold the most prominent values fostered by the flat organization structure that the company currently pursues, leaders elected by the employees would only have authority to coordinate efforts and offer guidance rather than assigning duties and pardoning employees, among other control aspects of leadership. The leaders would serve as central points for linking information, progress, inventions and circumstances regarding each of the employees under the firm’s human resource umbrella. This would fill the vacuum created by the flat structure especially currently that the organization has grown into a multinational corporation hiring a considerably large number of employees from different backgrounds, orientation and abilities, among other elements of diversity. The proposed changes would also ensure that the values of independence, freedom and personal responsibility, among other values associated with the current structure, are preserved.ReferenceNeck, Lattimer, and Houghton (2013). Management (1st Ed.). Wiley. P463-464


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