Management Process And Organizational Structure And Lack Of Leadership

1832 WordsApr 22, 20168 Pages
1.0 Introduction Valve is one of the largest computer games design and social entertainment platform companies in the world, who have developed a corporate culture within their organisation which hires specific individuals to work together and be rewarded based on performance and innovation. Teams are self-organised and individuals have high independence and authority to make decisions at a local level. This structure removes power from a usual management hierarchy and allocates it across roles, which can then be executed autonomously, without a micromanaging boss. This culture is largely reliant on employees with a passion for their work because motivation has to come from within rather than from external sources ‘managers’. In cohesion with Valves significant growth, issues and problems within the company’s culture have also arisen which seemingly could not be addressed effectively without leadership and a revaluation of the organisations structure. Managers have a vital place within an organisation. There is an issue at Valve in relation to their flat organisational structure and lack of leadership. This paper will argue that role of leading in the management process is vital to a large organisation because staff can be motivated to work; specific projects and tasks are carefully monitored to achieve set goals and stops marginalisation among employees/treating all employees equally without neglection. It will also highlight the flat organisational structure Valve
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