PRESENTED BY ARINDAM DEY

Case regarding the creation of the organization culture at

Falcon…

CASE DETAILS

Falcon Computer was a new firm in the Silicon Valley area of California (USA)..

‘FALCON VALUES’ document was created by the management of the firm..

Software trainer Peter Richards noticed the wide discrepancy between the values expressed in the document and the actual managerial behaviour..

Falcon Computer finally filed for bankruptcy..

Organisational Culture and Managerial behaviour

What is more important –

A - Statement in Corporate culture document.

OR

B - Actual managerial behavior.

Why did the Falcon executives act as they did?

They wanted to maintain their supremacy in the organization by virtue of the positions held

At the same time also wanted to create and maintain such an organizational culture that every employee in the organization could identify with

Whistle Blow..

Employees became a part of the prevalent Organizational Culture and became habituated in it.

Blowing whistle is the previous stage of change

Changes are always prevented in an Organization

Changing the old values:

Whistle Blowing by the executives whenever they come across any such organizational culture which is not relevant

Should be the first [person to start the change & should also take the higher authorities in confidence.

Should uphold the culture which u think is right. As truly said that ‘Almost anything u do will seem insignificant. But its very important that u do it. You must be the change you want to see in this world.’- Mahatma Gandhi.

Conclusion..

All the employees of the company should be interviewed to confirm the company’s true condition.

The extent of the study needs to be stipulated. In a real study, it should be noted what the

management and employees perceive to be the real values or lack of values.

Management should be interviewed and sources cited as they have no cited spokesperson and Richards is new to the company.

THANK YOU