Case StudyFounded by Jeff Bezos in 1994, Amazon is the world's biggest retailer based on market value. Many credits theorganization's work environment and culture for motivating employees to create innovations such as the Kindleand drone delivery. Like others in the technology sector, Amazon is known for an unconventional workplace.However, unlike the "perk"-heavy, country-club style workplace that characterizes many tech companies,Amazon's workplace culture emphasizes hard work and competition. Managers at Amazon are data-driven andfocused on productivity. Some say that the environment can be harsh because employees who don't make thegrade are eliminated through the annual performance review process. Competition is encouraged, andworkplace conflict occurs often. Amazon's culture is reinforced by Company's principles that guide employeebehavier. The "disagree and commit," reflects Bezos's belief that harmony in the workplace is overvalued and itcan stifle honest critique. Feedback on performance is encouraged, and many Amazon employees claim thecompetitive work environment helps them thrive as it pushes them past their limits. Not everyone at Amazonagrees with the way the feedback is delivered. Some Amazonians report that feedback is sometimes very bluntand interpreted as confrontational or even painful. Furthermore, sometimes managers deliver feedback toemployees on performance that they did not observe first-hand. Managers often receive reviews of theiremployees' performance via a controversial online feedback tool. The Anytime Feedback Tool is a widget in thecompany directory that allows employees to easily send feedback about co-workers to management. The bossesknow who sends the feedback, but in practice they keep feedback anonymous when shared back to employees.Amazon claims this is just another tool to send feedback to managers, similar to an e-mail. However, some claimthat the anonymous use of this tool, coupled with its ease of use, creates problems. Given the competitive natureof the organization, some Amazonians claim that the tool is often used to sabotage others. Employees can sendfalse or misleading feedback via the tool, and those getting the feedback are unable to defend themselves fromthe anonymous feedback. Jeff Bezos claims that while the organization is competitive, reports of such callousbehavier do not reflect the Amazon he knows. He noted in a letter to shareholders that organizational cultureevolves over time, and people self-select into an organization. While Amazon does see a high level of employeeturnover, in the more than two decades since the company was founded, they have collected a significantnumber of employees who thrive in their feedback-rich environment.CASE STUDY QUESTIONSBased on the case study provided answer ALL questions1. Discuss the salient issues in the Case Ştudy

Question

Case StudyFounded by Jeff Bezos in 1994, Amazon is the world's biggest retailer based on market value. Many credits theorganization's work environment and culture for motivating employees to create innovations such as the Kindleand drone delivery. Like others in the technology sector, Amazon is known for an unconventional workplace.However, unlike the &#34;perk&#34;-heavy, country-club style workplace that characterizes many tech companies,Amazon's workplace culture emphasizes hard work and competition. Managers at Amazon are data-driven andfocused on productivity. Some say that the environment can be harsh because employees who don't make thegrade are eliminated through the annual performance review process. Competition is encouraged, andworkplace conflict occurs often. Amazon's culture is reinforced by Company's principles that guide employeebehavier. The &#34;disagree and commit,&#34; reflects Bezos's belief that harmony in the workplace is overvalued and itcan stifle honest critique. Feedback on performance is encouraged, and many Amazon employees claim thecompetitive work environment helps them thrive as it pushes them past their limits. Not everyone at Amazonagrees with the way the feedback is delivered. Some Amazonians report that feedback is sometimes very bluntand interpreted as confrontational or even painful. Furthermore, sometimes managers deliver feedback toemployees on performance that they did not observe first-hand. Managers often receive reviews of theiremployees' performance via a controversial online feedback tool. The Anytime Feedback Tool is a widget in thecompany directory that allows employees to easily send feedback about co-workers to management. The bossesknow who sends the feedback, but in practice they keep feedback anonymous when shared back to employees.Amazon claims this is just another tool to send feedback to managers, similar to an e-mail. However, some claimthat the anonymous use of this tool, coupled with its ease of use, creates problems. Given the competitive natureof the organization, some Amazonians claim that the tool is often used to sabotage others. Employees can sendfalse or misleading feedback via the tool, and those getting the feedback are unable to defend themselves fromthe anonymous feedback. Jeff Bezos claims that while the organization is competitive, reports of such callousbehavier do not reflect the Amazon he knows. He noted in a letter to shareholders that organizational cultureevolves over time, and people self-select into an organization. While Amazon does see a high level of employeeturnover, in the more than two decades since the company was founded, they have collected a significantnumber of employees who thrive in their feedback-rich environment.CASE STUDY QUESTIONSBased on the case study provided answer ALL questions1. Discuss the salient issues in the Case Ştudy

Accepted Answer

Amazon was founded by Jeff Bezos in 1994 and is considered as world's biggest retailer due to its…