DOCSLIB.ORG

Organization, Teamwork, and Communication

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Organization, Teamwork, and Communication CHAPTER 7 Organization, Teamwork, and Communication ©Terry Putman/Shutterstock LEARNING OBJECTIVES After reading this chapter, you will be able to: LO 7-1 Explain the importance of organizational culture. LO 7-2 Define organizational structure, and describe how organizational structures develop. LO 7-3 Describe how specialization and departmentalization help an organization achieve its goals. LO 7-4 Determine how organizations assign responsibility for tasks and delegate authority. LO 7-5 Compare and contrast some common forms of organizational structure. LO 7-6 Distinguish between groups and teams, and identify the types of each that exist in organizations. LO 7-7 Describe how communication occurs in organizations. ENTER THE WORLD OF BUSINESS Keurig Green Mountain Brews Effective Communication Keurig Green Mountain is a leader in the specialty coffee industry. The company sells coffee and beverage selections through a coordinated, multi-channel distribution network of wholesale and consumer direct opera- tions. It also sells Keurig single-pack coffee packets and Keurig brewers, which are single-cup brewing systems. Keurig Green Mountain is decentralized with few layers of management. Although it has functional departments that vary across the company, an openness of communication allows employees access to all levels of the organization. The company uses digital communication channels such as email to inform groups of decisions. Verbal communication is used at meetings, and employees are encouraged to share their views. Written forms of communication, such as agendas, outline the results of meetings and serve to guide efficient decision making. This communication across channels ensures that the collaborative approach to getting things done is spread equally throughout the company. Corporate social responsibility is a major objective of Keurig Green Mountain. Keurig Green Mountain invests in sustainably grown coffee initiatives, and the company is developing K-cup pods that are increasingly recyclable. This is important, as one major criticism of the company is the large amount of waste its pods create over time. Keurig Green Mountain announced the pods would be 100 percent recyclable by 2020. To ensure employees are on board, Keurig Green Mountain communicates this objective across its various communication channels. In 2016, JAB Holding Company purchased Keurig Green Mountain for $13.9 billion. The company was also taken private. A privately held company with fewer owners might make it easier for management to strengthen communication channels both internally and externally. The company must continue to display effective communication skills to ensure a collaborative corporate culture focused on developing specialty coffees sustainably and responsibly.1 DISCUSSION QUESTIONS 1. What types of communication does Keurig Green Mountain use within its organization? 2. Why do you think strong communication is important in a decentralized organization with few layers of management? 3. What are some of the advantages of using functional departmentalization? Introduction An organization’s structure determines how well it makes decisions and responds to problems, and influences employees’ attitudes toward their work. A suitable structure can minimize a business’s costs and maximize its efficiency. Even companies that operate within the same industry may utilize different organizational structures. For example, in the consumer electronics industry, Samsung is organized as a conglomerate with separate business units or divisions. Samsung is largely decentralized. Apple, under CEO Tim Cook, has moved from a hierarchical structure to a more collaborative approach among divisions.2 On the other hand, Ford Motor Company’s board views the CEO, Jim Hackett, as being in charge of the firm’s strategy in a more hierarchical structure.3 A manufacturing firm, like Ford, may require more leadership and control from the top. Because a business’s structure can so profoundly affect its success, this chapter will examine organizational structure in detail. First we discuss how an organization’s culture affects its operations. Then we consider the development of structure, including how tasks and responsibilities are organized through specialization and departmentalization. Next we explore some of the forms organizational structure may take. Finally we consider communication within business. Chapter 7 O i ti T k d C i ti 169 For instance, one of the largest accounting firms in Canada, Organizational Culture Grant Thornton, established an unlimited vacation policy to give its employees more freedom. LO 7-1 Explain the importance of organizational Fewer than 1 percent of firms have this policy, but it culture. seems to be growing in companies like Netflix, where employees have greater autonomy. Some speculate, One of the most important aspects of organizing a busi- however, that these policies will only work at firms with ness is determining its organizational culture, a firm’s employees who are already highly motivated to work hard shared values, beliefs, tradi- and are less likely to take vacations in the first place.4 organizational culture tions, philosophies, rules, A firm’s culture may be expressed formally through its firm’s shared values, beliefs, and role models for behav- mission statement, codes of ethics, memos, manuals, and raditions, philosophies, rules, iour. Also called corporate ceremonies, but it is more commonly expressed informally. nd role models for behaviour culture, an organizational Examples of informal expressions of culture include dress culture exists in every orga- codes (or the lack thereof), employee engagement, and a nization, regardless of size, organizational type, product, creative and enjoyable workplace. In his book, Work Rules, or profit objective. Sometimes behaviours, programs, and Google’s former HR Boss, Laszlo Bock, states that keeping policies enhance and support the organizational culture. things fun discharges employees’ creativity juice. GOING GREEN Connection and Collaboration: How Timberland Works as a Team From its product development team to its Global DISCUSSION QUESTIONS Stewards, Timberland is committed to using team- 1. How does Timberland use teamwork to advance work to advance its goals of sustainable product its goals? offerings. In addition to teamwork among its employ- ees, Timberland has also partnered with suppliers 2. Why would Timberland partner with the and even competitors to create solutions that will competition? positively affect the environment. 3. How do you think Timberland’s use of teams Timberland began by manufacturing footwear empowers employees? and later expanded into clothing and accessories. Timberland is known for its eco-friendly products. *Mindy S. Lubber, “How Timberland, Levi’s Use Teamwork to One-third of the company’s footwear is made at least Advance Sustainability,” Green Biz, May 9, 2011, https://www partially from recycled materials. .greenbiz.com/blog/2011/05/09/howcompanies-court-stakeholders Timberland uses teamwork to positively affect -accelerate-sustainability (accessed December 31, 2017); Engaging the sustainability movement. In 2001, the company Employees: Timberland’s Global Stewards Program 2009 Report, Timberland Company, http://responsibility.timberland.com/wp started a cross-functional team made up of employ- -content/uploads/2011/05/Stewards_Program_2009. pdf (accessed ees from different areas in the company to determine August 6, 2013); Betsy Blaisdell and Nina Kruschwitz, “New Ways to how it could contribute to sustainability. Timber- Engage Employees, Suppliers and Competitors in CSR,” MIT Sloan, land formed its Global Stewards Program, teams of November 14, 2012, https://sloanreview.mit.edu/article/new-ways passionate employee volunteers who take the time to -toengage-employees-suppliers-and-competitors-in-csr/ (accessed December 31, 2017); Focus—Corporate Social Respons- participate as civic leaders within their communities, ibility Report 2001, Timberland Company, http://responsibility empower employees, and lead social responsibility .timberland.com/wp-content/ uploads/2011/05/2001-CSR-Report. projects. pdf (accessed August 6, 2013); Chuck Scofield, “Sharing Strength: Timberland has also partnered with other impor- Lessons about Getting by Giving,” LiNE Zine, http://www.linezine tant stakeholders. It partnered with its leather .com/7.2/articles/cssslagbg.htm (accessed December 31, 2017); David Hellqvist, “Timberland: 40 Years of the Yellow Boot,” The suppliers to decrease energy and water usage at Guardian, April 16, 2013, https://www.theguardian.com/fashion/2013 its leather tanneries. Timberland has also teamed /apr/16/timberland-40-years-yellow-boot (accessed December 31, with competitors on sustainability initiatives. The 2017); About Us, Timberland, https://www.timberland.com/about-us company worked with Nike and many other firms to .html (accessed December 31, 2017); “Responsibility,” Timberland create the Higg Index, a green index for apparel, and Company, https://www.timberland.com/responsibility.html (accessed December 31, 2017); “Timberland Employees Around the Globe with Adidas on a green footwear index. Timberland Take Part in 18th Annual Serv-a-Palooza Service Event,” Timberland recognizes that by developing teams among various Company, September 17, 2015, https://www.timberland.com stakeholders, it can create a major difference within /newsroom/press-releases/timberland-18th-annual-serv-a-palooza its industry.* -service-event.html
Load more

Recommended publications
  • Culture Club Zappos Has a Unique Approach to Building Customer Loyalty: It Starts Internally, by Focusing on the Company’S Culture, Which Is Defined by Its Employees
    CultuRe CluB Zappos has a unique approach to building customer loyalty: it starts internally, by focusing on the company’s culture, which is defined by its employees. Jennifer Lowney learned more from Zappos’ Robert Richman Early in its 12-year history, Zappos.com, one of America’s leading online apparel and footwear retailers, made a decision that its business and its brand would be defined by superior customer service. In Zappos’ lingo, it would deliver “WOW through service.” But unlike many other companies which view customer service through the lens of returns policies, loyalty programs or discounts, Zappos believes that its culture is the foundation for its brand and commercial success. In his book, Delivering Happiness, A Path to Profits, Passion, and Purpose, Tony Hsieh, the CEO says, “We thought that if we got the culture right, then building our brand to be about the very best customer service would happen naturally, on its own.” Honest communication Zappos, which had annual sales in excess of $1bn in 2010 when it was acquired by Amazon for $1.2bn, set out to translate that core belief into successful commercial reality. While culture and values are routinely defined by the corporate communications teams at many companies, Zappos involved the entire company in the process of defining its values. Five years into its existence, Zappos used that input to create a “culture book” – first used as an orientation tool but now available to anyone who wants one, inside the company or out – to provide employees with a forum to articulate their views about what Zappos’ culture means to them.
    [Show full text]
  • Book Review: Delivering Happiness by Tony Hsieh I Have Been Learning About Tony Hsieh and His Enthusiastic Embrace O
    Book Review: Delivering Happiness by Tony Hsieh I have been learning about Tony Hsieh and his enthusiastic embrace of new ideas for the past few years, but I had never really considered reading this book until it was recently recommended to me. What I did know about his life—that he is an advocate of a flat organizational hierarchy called Holacracy and is dedicated to the creation of a vibrant and dynamic Las Vegas downtown—certainly piqued my curiosity, and made me want to learn more about his philosophy and how he thinks about business. Delivering Happiness does just that. The Making of an Entrepreneur Like a lot of business books written by people that run or have run companies, the author walks us through his early life and first business experiences. These stories set the tone very early with the three characteristics that define Hsieh. One, he is very intelligent, and was put in a position to succeed via traditional path. He went to excellent schools growing up in the Bay Area, studied Computer Science at Harvard, and excelled in these settings. Two, he nevertheless has a real drive for experimentation and has no desire for safety. A prototype of the entrepreneur, Tony was selling a variety of products all throughout his childhood. Worms, buttons, pizza, since pre‐adolescence he’s been creating businesses and making sales, and he has walked away from stability multiple times in favor of the next engaging opportunity. Three, he is radically people‐focused. He has a great curiosity about others, and this combines with his intelligence and entrepreneurial inclinations for a fascinating set of motivations for a business person.
    [Show full text]
  • Tony Hsieh Began Answering a Question About His Future with Zappos
    Exchange of Ideas | November/December 2009 | $10.95 U�e HMAGAZINEB A publication of Reveries.com a n d C o o l N e w s o f t h e D a y COVER STORY Happy @Zappos bell rang and applause rippled just as Tony Hsieh began answering a question about his future with Zappos. Either his staff was really A happy with his answer or something else was going on. If his staff could hear him, they probably would have applauded since Tony said he planned to stay with Zappos for many, many years. Some trepidation about that would be understandable, given Amazon’s recent acquisition of the company for $847 million. But they couldn’t hear him and, as it turned out, the commotion was just part of the prevailing élan at Zappos, the online emporium whose fortunes do not depend on selling things so much as spreading happiness from its employees to its customers (see sidebar). It’s hard to imagine anyone happier to fulfill that vision than Tony Hsieh, who, about 10 years ago, sold his first dot-com for $265 million, at age 24. Don’t you hate him already? After that, Tony became a venture capitalist, and at first Zappos was just another of his investments. But he soon saw the company as a platform to deliver extraordinary customer service and became its chief executive. Most famously, Zappos has a 365-day return policy, with free return shipping. But the deeper story is about science — the science of happiness — which infuses the Zappos culture and explains its astonishing success.
    [Show full text]
  • 100 Books to Inspire Lifelong Learning Natalie Shaak, Drexel University
    Hit the Shelf: 100 Books to Inspire Lifelong Learning Natalie Shaak, Drexel University “I read for growth, firmly believing that what you are today and what you will be in five years depends on two things: the people you meet and the books you read.” – Twila Tharp, ballet dancer and choreographer A good book has the potential not only to educate but also inspire, energize, and open minds. But for many of us in higher education, reading a non-fiction book is not something we have thought about since graduate school. With professional development funds being squeezed, travel to conferences around the country is becoming less of a reality for many of us. Outside of conferences and webinars, many of us are not doing much for our professional and personal development. It is shocking how “what was the last professional/educational book you read?” can stump even the most engaged professional. As an avid reader and book collector, I have looked to the library and the bookstore to fill in the gaps in my personal and professional development. Not a day passes that I do not reference a recent book I have read or share something inspirational from my reading adventures. Whatever your role or career path, there are books out there to educate, inspire, and energize. The key is to be intentional and make your reading matter. Here are some quick tips to make the most of your reading for professional/personal development: • Keep a book (or e-reader) on you all the time. Use a free 10 minutes between meetings, at lunch, during your commute, or waiting to pick up kids as an opportunity to fit in a chapter or two.
    [Show full text]
  • INTRODUCTION 1 . Bill Bernbach, DDB.Com, -Forget.Html, Retrieved September 19, 2014
    NOTES INTRODUCTION 1 . Bill Bernbach, DDB.com, http://www.ddb.com/BillBernbachSaid/Slideshow/we -forget.html , retrieved September 19, 2014. 2 THE VISION 1 . Nike.com, Nike Mission Statement , http://help-en-us.nike.com/app/answers/detail/a _id/113/p/3897 (September 8, 2014). 2 . Quora.com, What Is a Brand?, http://www.quora.com/What-is-a-brand (March 6, 2013). 3 . Tony Hsieh, Delivering Happiness: A Path to Profi ts, Passion, and Purpose (New York: Hachette Book Group, Kindle Edition, 2010), p. 151. 4 . Ibid. p. 154. 5 . Ibid. p. 152. 6 . John Hegarty, Hegarty on Advertising (London: Thames & Hudson, Kindle Edition, 2010), Kindle Locations 874–875. 7 . Scott Goodson, “How to Start a Successful Ad Agency,” Fortune, December 5, 2010 ( http://www.forbes.com/sites/marketshare/2010/12/05/how-to-start-a-successful -ad-agency/2/ ). 3 THE VALUE PROPOSITION OF CULTURE 1 . Kenneth Roman, The King of Madison Avenue: David Ogilvy and the Making of Modern Advertising (New York: Palgrave Macmillan Kindle Edition, 2010), Kindle Locations 3318–3320. 2 . Sean Silvertone, “The Profi t Power of Corporate Culture,” Harvard Business School, September 28, 2011 ( http://hbswk.hbs.edu/item/6818.html ). 3 . Rob Goffee and Gareth Jones, “Creating the Best Workplace on Earth,” Harvard Business Review, May 2013 ( http://hbr.org/2013/05/creating-the-best-workplace -on-earth/ar/pr ). 4 . Leo Burnett, Communications of an Advertising Man: Selections from the Speeches, Articles, Memoranda, and Miscellaneous Writings of Leo Burnett (Chicago: Leo Burnett Privately Printed, 1961), p. 81 4 CULTURE AND VISION 1 .
    [Show full text]
  • TONY HSIEH: CHANGING the RULES of the CORPORATE CULTURE GAME PAGE 8 Las Vegas Chamber of Commerce 6671 Las Vegas Blvd
    THE LAS VEGAS CHAMBER OF COMMERCE MAGAZINE LVCHAMBER.COM SEPTEMBER 2010 OCTOBER 2010 ZAPPOS’ CEO TONY HSIEH: CHANGING THE RULES OF THE CORPORATE CULTURE GAME PAGE 8 Las Vegas Chamber of Commerce 6671 Las Vegas Blvd. South, Ste. 300 Las Vegas, NV 89119-3290 702.641.5822 • www.lvchamber.com Kristin McMillan Chairman of the Board CenturyLinkTM Steve Hill Immediate Past Chairman CalPortland Michael Bonner Chairman-Elect Greenberg Traurig, LLP Hugh Anderson Anderson & Delutri @ Merrill Lynch Jay Barrett The Marnell Companies Kevin Burke Burke and Associates, Inc. Kevin Orrock The Howard Hughes Corporation Vicky VanMeetren St. Rose Dominican Hospitals San Martín Campus Matt Crosson President & CEO Exclusive Rates on the NEW Las Vegas Chamber of Commerce Bob Ansara Business Insurance Plan for Ricardo’s of Las Vegas, Inc. Bob Brown Las Vegas Review-Journal Chamber Members. Senator Richard Bryan Lionel Sawyer & Collins Chamber Insurance and Benefi ts proudly offers new insurance products Tim Cashman to allow Chamber members access affordable, reliable and Foghorn Consulting Doris Charles comprehensive commercial insurance coverage options Wells Fargo Bank Cornelius Eason • Workers’ Compensation* Workforce CONNECTIONS • Business Owners Insurance Corey Jenkins • Business Auto Coverage SAVMOR Rent a Car Bart Jones • Commercial Umbrella Insurance Merlin Contracting & Developing Business Insurance Plan is exclusive to Las Vegas Chamber of Commerce Members. William (Bill) Nelson Piercy Bowler Taylor & Kern Karla Perez Call Chamber Insurance & Benefi ts today to protect your Universal Health Services, Inc. business assets, interest and profi ts. Gina Polovina Boyd Gaming Corporation Larry Singer 702.586.3887 Grubb & Ellis l Las Vegas Bruce Spotleson www.chamberib.com Greenspun Media Group John Wilson MedicWest Ambulance Nancy Wong Arcata Associates, Inc.
    [Show full text]
  • HBR Blog Network
    15.4.2014 Why Amazon Is Copying Zappos and Paying Employees to Quit - Bill Taylor - Harvard Business Review HBR Blog Network Why Amazon Is Copying Zappos and Paying Employees to Quit by Bill Taylor | 2:05 PM April 14, 2014 Last week, Amazon founder and CEO Jeff Bezos released his annual letter to shareholders (http://phx.corporate- ir.net/phoenix.zhtml?c=97664&p=irol-reportsannual) . As is the case every year, it is a tour de force of ideas and initiatives about the customer experience (Amazon Prime), disruptive technology (Fire TV), fast-growing product initiatives (Amazon Web Services), and strategic consistency. (As he does every year, Bezos attached his first letter to shareholders (https://www.dropbox.com/s/45h1edhstrc3bsv/Amazon%20Shareholder%20Letters%2097-12.pdf) from back in 1997 to underscore the company’s long-term commitments.) Still, for all these big, cutting-edge innovations, it was a small, pre-existing idea, something that Amazon borrowed from one its subsidiaries, that generated the most public attention. Bezos’s letter unveiled his well-named Pay to Quit program, in which the company offers fulfillment-center employees one-time payments to leave Amazon. Each employee gets the offer once a year. The first time, it’s for $2,000. The offer increases by $1,000 each year after that up to a maximum of $5,000. If Pay to Quit sounds familiar, there’s a reason. The idea was invented several years ago at Zappos, the online retailer based in Las Vegas that has become iconic for its zeal about customer service.
    [Show full text]
  • Lessons Learned from Zappos on What It Takes to Build High Performance Cultures
    + Models ORGDYN-562; No. of Pages 7 Organizational Dynamics (2016) xxx, xxx—xxx Available online at www.sciencedirect.com ScienceDirect jo urnal homepage: www.elsevier.com/locate/orgdyn Lessons learned from Zappos on what it takes § to build high performance cultures D.D. Warrick, John F. Milliman, Jeffery M. Ferguson Tony Hsieh, the CEO of Zappos, was determined to build about what Zappos did to step-by-step build its culture, and Zappos with the belief that if you get the culture right, most the valuable lessons that can be learned about what it takes everything else will fall into place. The culture that he built is to build, change, and sustain a strong culture. a unique one. Imagine working in an environment where employees are recruited and trained for the culture, employ- THE IMPORTANCE OF CULTURE AND WHY ees from top to bottom are encouraged to have fun, work ZAPPOS OFFERS VALUABLE INSIGHTS ABOUT hard, and support one another, and there is a sense of family, BUILDING STRONG CULTURES friends, and community at work. Also imagine an environ- ment where employees are focused and productive, but also While many formal definitions exist, organizational culture is enjoy a relaxed environment with free lunch, snacks, and ice basically a term used to describe the environment in which cream, the freedom to decorate their work stations in crea- people work and the influence it has on how they think, act, tive ways, and there are parades and numerous other forms and experience work. Cultures can vary significantly between of celebrations. Add the fact that employees are empowered and within organizations.
    [Show full text]
  • 5 Inspiring Companies With
    Inspiring Companies With "Future of Work" Leaders ...AND WHAT WE CAN LEARN FROM THEM Tony Hsieh Zappos future focused CEO since 1999 a poster #1 The one thing I’m company for holacracy absolutely sure of is that Also pioneered the "Downtown Project", a group committed to transforming downtown Las the future is about self- Vegas into the most community-focused large city in the world. This transformation included the management. Fall 2013 relocation of Zappos.com offices from Henderson, Nevada to downtown Las Vegas. What we can learn from Tony Hsieh public tours of . businesses to date under the . Zappos a week . Focus on employee Disrupt the ‘norms’ of corporate 50 Downtown Project umbrella 16 . happiness and business will structure which he did by prosper introducing holacracy Facebook's COO Sheryl Sandberg focus on female leaders We cannot change what #2 we are not aware of, and for the future once we are aware we In 2012 she became the eighth member (and the first female member) of Facebook's board of cannot help but change. directors. Advocates for female leaders and wrote her book Lean IN in 2013 and founded leanin.org. Today, there are over What we can learn from . Sheryl Sandberg . Circles in 97 countries registered with LEANIN.ORG . Women are key to the future of Great adversity can lead to . including circles in all five branches of the US Military. 21,000 work and women leaders are greater resilience and . needed to get to the future of work happiness #3 Jeff Bezos CEO of Amazon If you double the number of experiments you do per year Pioneered ecommerce in 1995 you’re going to double your Pioneered drone delivery technology with Amazon Prime Air in 2013 inventiveness.
    [Show full text]
  • Zappos: Delivering Happiness to Stakeholders
    Center for Ethical Organizational Cultures Auburn University http://harbert.auburn.edu Zappos: Delivering Happiness to Stakeholders INTRODUCTION Can a company focused on happiness be successful? Zappos, an online retailer, is proving that it can. The company’s revenue grew from $1.6 million in 2000 to $1.64 billion in 2010. Tony Hsieh, Zappos’ CEO says, “It’s a brand about happiness, whether to customers or employees or even vendors.” Zappos’ zany corporate culture and focus on customer satisfaction has made it both successful and a model for other companies. This case examines how Zappos’ focus on stakeholder happiness has contributed to its success. First, we examine the history of Zappos, its core values, and its unique business model. Next, we analyze the company’s corporate culture and how it influences its relationships with employees, customers, the environment, and communities. We then look at some of the challenges the company has faced and how it plans to move into the future. HISTORY Nick Swinmurn founded Zappos in 1999 after a fruitless day spent shopping for shoes in San Francisco. After looking online, Swinmurn decided to quit his job and start a shoe website that offered the best selection and best service. Originally called ShoeSite.com, the company started as a middleman, transferring orders between customers and suppliers but not holding any inventory (a “drop ship” strategy). The website was soon renamed Zappos, after the Spanish word for shoes (zapatos). In 2000, entrepreneur Tony Hsieh became the company’s CEO. Hsieh, 26 at the time, was an early investor in Zappos, having made $265 million selling his startup company to Mic rosoft in 1998.
    [Show full text]
  • “The Zappos Experience” Featuring Joseph Michelli
    “The Zappos Experience” Featuring Joseph Michelli [0:00:00] Interviewer: Hello and welcome to Soundview Live, an interactive conversation that puts to you in touch with today’s top business authors. My name is Andrew Clancy, Senior Editor for Soundview and I’ll be your host for today’s event. Before we introduce today’s guest, I want to remind everyone that our best events are driven by the questions that you submit to our authors. To submit a question for today’s guest go to the chat window on your player. You’ll see it in the lower left hand corner of your screen. Select private and select leaders and assistants. Type your question into the box that appears and then click the arrow you’ll be able to send us your question. Our event today is scheduled to run for 60 minutes so our advice to you is to submit your question throughout the course of the event. If you wait till the very end to submit your question we may not have time to answer it. Also, we frequently receive questions about the availability of the slides from our presentations. Slides from today’s presentation will be made available to you. You’ll receive an email in three to five business days. That email will include a link to download the slides as well some addition links for content and a replay of today’s event. Now for today’s guest. When it comes to companies that dominate the headlines as well as numerous lists of best companies and best companies to work for, there’s probably a few names that instantly come to mind.
    [Show full text]
  • Delivering Happiness a Path to Profi Ts, Passion and Purpose by Tony Hsieh Uniquely You Learn How to Shape Your Own Path to Success
    JANUARY JANUARY 2011 Delivering Happiness A Path to Profi ts, Passion and Purpose by Tony Hsieh Uniquely You Learn how to shape your own path to success. QUICK OVERVIEW In Delivering Happiness, Tony Hsieh uses personal stories to recount his journey to becoming CEO of Zappos.com. He also shares insights on why you should have a passion for what you do, regardless of the amount of money you are making—or Business Plus walking away from. © 2010, Tony Hsieh From his childhood experiences as a worm farmer to his stint as a poker player, ISBN: 9780446563048 to becoming a multimillionaire and the CEO of a company that has been ranked 246 pages, $23.99 as one of the “Best Companies to Work For” by Fortune magazine, Hsieh’s path has followed his passion for what he believed was right for him. In the end, his objective is to do business in a way that allows him and his co-workers to be a happy and productive tribe. SUCCESS Points In this book you’ll learn: APPLY AND ACHIEVE Tony Hsieh learned from his poker-playing days that choosing the right table was • Why the type of one way to ensure success. In the same way, choosing the type of business to build business you create or represent is of critical importance. If you’re a business owner, take a moment to is the most important consider whether your business re ects your core values. If you are an employee or decision you can independent contractor, are you choosing to align yourself with an organization that make for your future has a culture and message which meshes well with your own? Greater happiness (and reduced stress) is often the result of working and living in a way that harmonizes • How your personal with your core values.
    [Show full text]