Falcon Case b4q5v

Case regarding the creation of the organization culture at Falcon…

PRESENTED BY ARINDAM DEY

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

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B - Actual managerial behavior.

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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. 

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THANK  YOU