A small group of managers at Falcon Computer met regularly Wednesday morning to develop a statement capturing what they considered to be the “Falcon Culture. ” Their discussions were wide-raging, covering what they thought they thought their firms’ culture was, what it should be, and how to create it. They were probably influenced by other firms in their environment, since they were located in the Silicon Valley area of California. Falcon Computer was a new firm, having been created just eight months earlier.
Since the corporation was still startup phase, managers decided it would be timely to create and instill the type of culture they thought would be most appropriate for their organization. After several weeks of brainstorming, writing, debating and rewriting, the management group eventually produced a document called “Falcon Values,” which described the culture of the company as they saw it. The organizational culture statement covered such topics as treatment of customers, relations among work colleagues, preferred style of social communication, the decision-making process, and the nature of the working environment.
Peter Richards read over the Falcon Values statement shortly after he was hired as a software trainer. After observing managerial and employee behaviors at Falcon for a few weeks, he was struck by the wide discrepancy between the values expressed in the document and what he observed as actual practice within the organization. For example, the Falcon values document contained statements such as this: “Quality: Attention to detail is our trademark; our goal is to do it right for the first time.
We intend to deliver defect-free products and services to our customers on the date promised. ” However, Richards had already seen shipping reports showing that a number of defective computers were being shipped to customers. And his personal experience supported his worst fears. When he borrowed four brand-new Falcon computers from the shipping room for use in a training class, he found that only two of them started up correctly without additional technical work on his part.
Another example of the difference between the Falcon values document and actual practice concerned this statement on communication: “Managing by personal communication is part of the Falcon way. We value and encourage open, direct, person-to-person communication as part of daily routine. ” Executives bragged about how they arrange their chairs in a circle to how equality and to facilitate open communications whenever they met to discuss the Falcon values document.
Richard had heard the “open communication” buzzword a lot since coming to Falcon, but they hadn’t seen much evidence of such communication. As matter of fact, all other meetings used a more traditional layout, with top executives at the front of the memories. Richards believed that the real organizational culture that was developing at Falcon was characterized by secretary by secrecy and communications that followed the formal chain of command. Even the Falcon values document, Richards was told, had been created in secret.
Richard soon became disillusioned. He confided in a co-worker one afternoon that “the Falcon values document was so at variance with what people saw every day that very few of them took it seriously. ” Employees simply learned what was truly emphasized in the organization – hierarchy, secretary, and expediency – and focused on those realities instead, ignoring many of the concepts incorporated in the values document. Despite his frustration, Richards stayed with Falcon until it filed for bankruptcy two years later. Next time,” he thought to himself as he cleaned out his desk, “I’ll pay more attention to what they is actually going on, and less to what top management says is true. Furthermore,” he thought to himself, “I guess you just can’t create values. ” I. Statement of the Problem: This study deals with the conflict of the managers when they wrote the “Culture Value of Falcon Computer” and when Richards open the issue regarding on the defects of their computers.
* How did their culture affect the employees? How they will improve the quality of work of their employee? * What type of management does the Falcon computer has? * Is it good if employees express themselves regarding the quality of their computers? * What is the best way to communicate to their managers about the issue of their defected computers? II. Objectives: * To be able to determine the how the employees feel about their culture.
* To be able to enhance the performance of their employees. * To help the managers how they will manage their employee without any conflicts. To let the employee be heard and open their self on what is happening to the company * To let the employees give their opinion and how they feel to the issue about their work and to help them improved the quality of their products. III. Alternative Action * The managers should be open to their employees in order to know if they are contented with their environment.
* Additional trainings should be conducted to improve the performance and quality of work of their employees. * Managers should listen to the suggestions and opinions of their employees to avoid conflicts. If the employee opens an issue about the company or about their products, they should make an action on how they will avoid any defects to their product and they should not make any punishment to their employee. * They should listen on what the employees are trying to say in order to improve their performance and quality of work. IV. Conclusion This paper shows that to have a high quality product and a highly competitive employee, manager should be open to their employee. They should follow on what the company’s value of their culture in order to produce a high quality product to avoid defect computer.
And in order to satisfy their employees. In order to have best employees there should be best managers. V. Recommendation I recommend that in an organization, they should follow what their goals are so that they could produce a high quality products and to have a satisfied employees. The managers should also provide time to talk to their employees to know what they feel in their job. They should also do an extra inspection to their products before its shipping to avoid the shipping of defect products in order to comply to their Culture Value.