MRO ASSIGNMENT

CASE STUDY 1

Q1) What is a holacracy?

Ans: It’s an organizational system with no job titles, no managers, and no top down
hierarchy with upper, middle, or lower levels where decisions can get hung up.
The idea behind this new type of arrangement is to focus on the work that needs to
be done and not on some hierarchical structure where great ideas and suggestions can
get lost in the channels of reporting. The holacracy concept was dreamed up by Brian
Robertson. A simple explanation of Robertson’s vision of a holacracy is: workers as
partners, job descriptions as roles, and partners organized into circles.

1-14. What benefits do you see to an organization where there are no job titles, no
managers, and no hierarchy?
Ans: Holacracy is claimed to increase agility, efficiency, transparency, innovation and accountability
within an organization. The approach encourages individual team members to take initiative and
gives them a process in which their concerns or ideas can be addressed. Work will be organized
around self-governing employee circles. In these circles, employees can take on any number of roles,
and the expectation is that each employee will help out wherever he or she can. Without titles or a
hierarchy, anyone can initiate a project and implement innovative ideas. The hope is that circle
members will pool ideas and watch out for each other. The goal is radical transparency and to get
more people to take charge. Yet, trusting individuals who probably know the details of the job better
than any “manager” to work conscientiously, creatively, and efficiently is good as long as there is a
way to keep standards high.

1-15. What challenges does a holacratic approach have?

Ans: The main disadvantages are: It is hard to adapt from old management model to Holacracy
While a holacracy might eliminate the traditional manager’s job, there is still structure and
accountability. Poor performers will be obvious because they won’t have enough “roles” to fill their
time. Also, just because there are no “traditional” managers doesn’t mean that leaders won’t emerge.
But it will be important to watch for dominant personalities emerging as authority figures, which
could potentially cause other employees to be resentful or to rebel. Some individuals will have a
bigger role and scope of purpose, but leadership is also distributed and expected in each role.
Everybody is expected to lead and be an entrepreneur in their own roles, and holacracy empowers
them to do so.
Other challenges which they are still trying to figure out includes who has the ultimate authority to
hire, fire and decide to pay.

1-16. Discuss why you would or would not like to work in an organization like this?

Ans: I would not like to work for such an organization because if we decide to be part of such an
organization, we might be given a task for which we don’t have the relevant skills and expertise to
perform.
Hence, I would like to be part of an organization where my competent manager can guide me and
train me so I can reach the pinnacle of success through expert guidance and clever controls and sheer
hardwork.
 CASE STUDY 2

2-13. Which decisions in this story could be considered unstructured problems?

Structured problems?
Ans: Unstructured problems can be defined as problems that are new or unusual and information is
incomplete. Getting new business is not easy work to do as it requires good planning and
preparations. Many business fail as they fail to capture the fluctuate demand and changing market
conditions. Getting in orange juice business is new for coke. This could be considered as un
structured problem.

According to the case, Cokes executives and managers are focusing on ambitious long term growth
for the company doubling Coke’s business by 2020. A big part of achieving this goal is building up
its simple Orange juice business in to powerful global juice brand.

In this case making simple orange juice also can be considered as unstructured problem because it
involves complicated algorithm and complex application of business analytic. Making a glass of juice
at home is not a difficult task but for a company like Coke producing huge amount of juice is not
easy. They have to ensure that they have same freshness for all bottles and have similar quality
oranges that will provide plenty of juices. Therefore, it requires complex algorithm and applications
for mass production of Orange juice.

Structured problem are straight forward problems. A good example of structured problem from this
case is Black Book model. It is a simple algorithm program that includes detailed data about more
than 600 different flavors that make up an orange juice and about customer preference. The algorithm
then determines how to blend batches to make a certain taste of the juice.

2-14. How does the Black Book help Coke’s managers and other employees in
decision making?

Ans: In case of Coke, the black Book is considered as big data which stores the algorithm of the
company’s business success. This Black Book helps Coke managers plan during decision making
process as it consists over 600 flavors in their calculation that is far beyond a human brain can
evaluate and process. By having the black book, the decision making process is simplified for the
managers while making it powerful because of the amount of data being used. In addition to this, it
helps them to blend batches of juices as well as tweak recipes.

How big data helps Coke managers and employees in making decision is based on internal and
external sources gathered in the Black Book. This entails weather patterns for supervising the
growing season, crop yield and cost pressure. This information is vital in and valuable as it helps the
managers to plan, lead, organize and control the organization. They rely on this data and consider it as
an important weapon to blend with the market.

2-15. What does Coke’s big data have to do with its goals?

Ans: As the Coke’s executives and managers are focusing on ambitious long term growth for the
company doubling Coke’s business by 2020. A huge part of reaching this goal is the buildup of its
Orange juice business in to a global juice brand.
The black book provides an advantage to the managers to analyze the possible consequences when
they come out with Black Book model. It is like a house of formula for a good production of orange
juice.
The presence of this big data makes the goal seem to be more achievable. Big data comprises of high
volume, velocity and variety of information that contributes to the decision made in the decision
making process. Therefore, with the aid of this data Coke’s managers will be able to make a wiser
decision. This will ensure that the company is on the right track towards achieving their goal.

2-16. Do some research on revenue analytics. What is it? How can it help managers
make better decisions?

Ans: Revenue analytics is company SaaS (Software as a Service) company based in Atlanta,
Georgia, United States. that provides product solutions and recommendations to companies whose
priority is to retain their loyal customers. Revenue Analytics provides services and capabilities for
B2B businesses, including revenue management, pricing, inventory optimization, product bundling,
marketing mix optimization, and salesforce analytics. It serves industries such as airline and
transportation, automotive, consumer products, hospitality and cruise, media and retail.

The primary aim of Revenue Analytics is selling the right product to the right customer at the right
time for the right price. In this it is essential to understand the customer perception of product value
and accurately aligning product prices, placement and availability with each customer segment.
Revenue Analytics uses an existing library of predictive analytics components based on decades of
experience across multiple industries, developed by the company’s experts. This will ease the process
for clients to develop software that caters to their needs.
However, human emotion play a great part in change in prices of the product, thus Revenue Analytics
chose to include that factor from the very beginning of the process. This will help reduce the chances
of the customer becoming unhappy due to change in price. Revenue Analytics helps managers make
better decisions as they are presented with solid data and can make a rational judgment in decision
making process.

CASE STUDY 3

3-16. Find a list of all 10 of Zappos’ corporate values. Pick two of the values and
explain how you think those values would influence the way employees do their work.

Zappos corporate values are as follows:-

1) Deliver WOW Through Service
2) Embrace and Drive Change
3) Create Fun and A Little Weirdness
4) Be Adventurous, Creative, and Open-Minded
5) Pursue Growth and Learning
6) Build Open and Honest Relationships With Communication
7) Build a Positive Team and Family Spirit
8) Do More With Less
9) Be Passionate and Determined
10) Be Humble
Our chosen corporate values of Zappos: We have chosen two (2) corporate values of Zappos
among the ten (10) which are as follows:-
1. Deliver WOW Through Service
2. Build Open and Honest Relationships With Communication
From the zappos.com site “To Wow, you must differentiate yourself, which means doing something a
little unconventional and innovative. You must do something that’s above and beyond what’s
expected. And whatever you do must have an emotional impact on the receiver. ”
Zappos is always tried to deliver unique and unconventional services to its customers through their
employees.
Deliver WOW through service would positively affect the employees to serve more better way and
plan more innovative ways to gain customer satisfaction. So, this would lead higher customer
satisfaction, increased organizational performance and greater business success for the Zappos. In this
way, employees get motivated and influenced for doing better work and want to be more success for
the organization like Zappos.
Organizational culture is more than a list of written values. In 2000 when Tony Hsieh joins as a CEO
of Zappos, after that he invited 300 employees of Zappos to list the core values of the company. So,
this is a great example that the company sets their own value by communicating & based on the
answer of their all employees. Zappos also performs employee happiness surveys regularly to find out
the company’s pulse or health. Employee of Zappos answers different kind of questions like whether
they believe company has a higher purpose than profits, meaning of their own role, control of their
carrier path, consider the relationship with the co-worker and last but not least are they really happy
with their jobs. Zappos took necessary action depends on the survey result. So, this kind of activity &
communication definitely influences the employee of the company because they assume that they are
in the controlling power of the company.

3-17. Using this list of corporate values and Exhibit 3-5, describe Zappos’ organizational culture. In
which areas would you say that Zappos’ culture is very high (or typical)? Explain.

Ans: Zappos organizational culture is mixed up of team orientation & people oriented. Team
orientation is the degree to which work is organized around teams rather than individuals. On the
other hand people oriented is the degree to which management decisions taking to account the effects
on people in the organization. These are obvious by looking at the CEO’s family values and the
humor he brings to the company.
In case of Zappos culture is higher on people and team orientation. As Zappos is an internet based
fashion related retailer based product selling company that process millions of customers orders from
different parts of the world, Zappos needs to be more customer oriented & focusing on their demand
and choice, then provide the latest & most up to date products and technical capabilities to their
customers.

3-18. How did Zappos’ corporate culture begin? How is Zappos’ corporate culture maintained?

In the case of Zappo, Tony Hseih, the CEO of the company was a strong influence factor. He was
hired one year after the company began online operations. Hsieh had a strong opinion of what he
wanted the company to be. Thus he started implementing policies to reach his goal.

Hsieh established the core value of the company through the 300 employees of the Zappos.
These values are clearly listed on the website and integrated throughout the organization. This is done
by the interaction of the employees & customer and a monthly happiness survey to understand
internal situation of the employee & overall the pulse of the company. The company also maintains &
continue to developed its culture by creating and maintaining rituals, ceremonies and stories that
exemplify the company’s values.

3-19. The right culture with the right values will always produce the best
organizational performance. Do you agree or disagree with this statement? Why?

Corporate culture may provide a good foundation upon which a company can build its success, but in
order to do that, top managements must also have good leadership and management skills so as to
steer their company in the right direction.
Furthermore, the right culture will attract good talented people towards the company whereas if there
is something wrong with the company, a good employee is likely to change the job and spread a
negative word in the market regarding the culture of the company. This can prove detrimental in
acquiring valuable staff for the company. Therefore, I agree with this statement.

3-20. What could other companies learn from Tony Hsieh and Zappos’ experiences?

Zappos is often held as an example of customer- and employee-centric company culture Here are the
10 lessons that every entrepreneur can learn from Tony Hsieh, the CEO of “Zappos”, which is
consistently voted one of the best places to work for and has a reputation for outstanding customer
service.

1) Being Passionate Increases Your Chance Of Success

If you want to be success full then you need to find something that you are passionate about. When
you are passionate about something you are able to work harder and inspire others to do the same.
When faced with adversity you will have the passion to keep going.

2) Understand What Really Motivates People

Tony Hsieh illustrates this principle perfectly with his mission to create a company that you would
want to work at even if you weren’t being paid to be there. He talks about how direct rewards such as
bonuses or increased salaries can actually reduce productivity for many types of work. He also
suggests that intrinsic factors such as being inspired by your work are actually much more important
for motivation.
3) Focus on the Customer not the Product
Many entrepreneurs become so focused on the product or service that they are offering that they end
up forgetting about their customer. Tony Hsieh wants to be known not as the best online shoe retailer
but as the company with the best customer service. 
4) Talk To Your Employees
Tony offers a simple prescription – “just talk to your employees. Ask them what would make them
happy” Asking your employees what would make them happy will positively impact their
performance.
5) Company Values Are Not Just Empty Slogans
Zappos has what are known as its 10 commitable core values. However, these are much more than
empty slogans. They guide the company in all decisions that are made on both a strategic and day-to-
day level. An employees success in the company is directly related to how the live up to these core
values.
6) Support Your Staff
At Zappos, provided you are working according to the companies stated values then you will be fully
supported. A lot of companies like to talk about integrity or customer service but fail to back their
employees. In many companies spending a whole work day over a relatively small order would be
viewed as incredibly unproductive. However, at Zappos this kind of customer service is celebrated.
 CASE STUDY 4

8-14. Could an organization even plan for this type of situation? If yes, how? If not,
why not?

Ans: Yes, we realize that the average company may be taken by surprise by a scandal of this
magnitude if it was unforeseen, but in the case of the Livestrong Foundation, founder Lance
Armstrong’s doping scandal was well known. A major conflict the foundation faced was how long
and to what extent, do they continue to support their founder’s self proclaimed innocence. Even
though many of the foundation employees wanted to believe the rumors were not true and that Lance
was being falsely accused. There was enough doubt that Doug Ulman CEO and president of the
Livestrong Foundation, until 2014 stated that “he anticipated for months that this day would come.”

8-15. How would goals be useful in this type of situation? What types of goals might
be necessary?

Ans: The aftermath of something like this could be detrimental to any organization let alone a
charity relying of donor’s donations. Donors may not be able to separate the fact that this
“Livestrong, it’s not Lance Armstrong”. Redeveloping a strong Mission Statement and using it to
update or create the foundations stated goals would be a start in the right direction to reassure the
stakeholders that their foundation is a separate entity from Lance Armstrong. Thats what the
foundation accomplished in the past, the present and the future is in itself very own identity and it
will continue to help many people.

8-16. What types of plans will be useful to Livestrong? Explain why you think these
plans would be important.

Ans: The types of plans that would be useful for Livestrong is to distance themselves from Lance
Armstrong, keep the foundation alive, and focusing on the purpose of this foundation being formed in
the first place without their founder. These plans are important because this foundation was formed
for a reason (in this case because of millions of people being affected by cancer). 
8-17. What lessons about planning can managers learn from what Livestrong has
endured?
Ans: The Livestrong Foundation is surviving and becoming an example of how to overcome a crisis.
It has been presenting highly acclaimed talks about its crisis communication survival plan. What if
the worst happens to the person at the top? How do you pivot? That’s the issue Lance Armstrong’s
Livestrong Foundation is currently struggling with. Limiting Brand Damage Armstrong stepped
down as the Livestrong Foundation’s chairman in an effort to limit long term brand damage. But the
resignation appears to have helped Livestrong save face. A number of companies, including Nike,
announced they were dropping sponsorship with Armstrong, but most are standing by Livestrong.
 CASE STUDY 5
9-14. How is strategic management illustrated by this case story?

Ans: Strategic management is illustrated in this case story when Mr. Ortega opened his first Zara
clothing store and the business model of the company was to "sell high-fashion look-alikes to price-
conscious Europeans. Strategic management is illustrated in this case story when Zara clothing store
planned to do “fast fashion” which means getting designs to customers quickly. Furthermore,
Strategic management is when Zara’s employees look at the computers to scrutinize sales at every
store. In this way they can see what is being sold at every store and they are able to produce more of
the popular items. 

9-15. How might SWOT analysis be helpful to Inditex executives? To Zara store
managers?

Ans: Zara is owned by the Spanish fashion retail group Inditex SA. They recognizes that success in
the fashion world is based on a simple rule which is getting products to market quickly which
involves a clear and focused understanding of fashion, the ability to adapt quickly to trends,
technology, and their market. SWOT analysis is helpful to all businesses, Inditex executives, and Zara
store managers because it is an analysis of the company’s strengths, weaknesses, opportunities and
treats. By doing a SWOT analysis the Inditex executives can study the opportunities for the company
to grow and expand. They can also study about the threats to the company like negative trends in the
external environment.

9-16. What competitive advantage do you think Zara is pursuing? How does it exploit
that competitive advantage?

Ans: The competitive advantage Zara is pursuing is lower prices than his competitors with better
speed and flexibility in getting the product to market. This is an advantage over gained
over competitors by offering consumers greater value, by means of lower prices and cutting age
fashion. Some of the significant competitive sources by Zara are:
 They have short lead time i.e. the clothes stay in the store for less time which in turn provides
them opportunity with more and more fashionable clothes.
 They manufacture clothes in low quantity and supply them scarcely which clearly states that
the demand for the clothes is always high.
 Due to short lead time they can manufacture variety of choices, variety of styles and the
success ratio increases.
 ZARA’s popularity is based on several factors but mainly for its focus on quality and style
along with its competitive pricing strategy.

9-17. Do you think Zara’s success is due to external or internal factors or both?
Explain.

Ans: Zara is Spain based company and is dominantly working there only. In this section its working
conditions, industry surroundings, competitive pressures, and other influencing factors. This section
is also examining the available choices in terms of opportunities and potential threats present in the
existing environment.
 Industrial Analysis
Zara understands the importance of conducting an intense environment assessment before
opting for expansion and setting goals or making decisions for future. Hence, PESTLE
analysis of Zara is discussed below.

Political Factor
Its government and political parties that form a political scenario of a country. It is a well-
known fact that government plays a silent yet important role in the functioning of a business,
as while setting policies it may assist an industry. Until now, Zara is in Spain along with a
major distribution center in Europe. To consider expansion in other countries, Zara needs to
access the political support and working of the countries. However, due to predictable
economic conditions, Zara can opt for expanding its business in Europe.

Economical Factor
Since its origin, Zara has made it a point to deal in single currency. Even after several
fluctuations in the world economy in last few years, Zara is successfully getting its market
share and is unaffected by the recession. It is so because Zara is operating in one of the safest
currencies than in dollars. In addition, it always assesses and evaluates the currency rates and
economic condition of that particular country before making an entry there. Spain has a steady
market and demands.

Social Environmental Factor

Zara faced a social influence of Spain as it is operating solely there, while it was taken care of
by the other brands of Inditex. Spain has a rich artistic and designing heritage. It is a preferred
destination for tourists as it has the peaceful social environment and many vivid cultural
events. Tourism has enabled Zara in attracting customers and retaining them by its policy of
satisfying customers through quality. Zara’s strategy of frequently changing its collection
available at lower prices promotes its sale in the single visit; this is how the tourists become
their customers. Fortunately, Zara is free from its country’s cultural roots.

Technological Input
Spanish retail companies often update their technology. Competitors of Zara introduce new
technology in the market in their manufacturing and sales process. While Zara took the more
responsible step of introducing its technology development by opening its eco-friendly stores.
At the same, it simplified its manufacturing process by dividing it into small simpler tasks,
done by the machines and finally assembled by the workers.

Legal Factor
Spanish government formulates such rules that assist and promote industrial development in
the country. To safeguard the business transactions in logistics, these rules provide support.

Environmental Issues
A combination of customers, competitors, and internal company factors together constitute the
business environment. Though the business growth of Zara is favorable, it is time for Zara to
take new initiations and cross-border.

Internal Analysis
Let us evaluate the strategic implementations of Zara based on the concept of Porter’s Three
Generation Strategies. The concept has three sections i.e. segmentation, cost leadership, and
differentiation strategy. Zara is a perfect example of implementing an optimum combination of all
these. The product line of Zara is divided into three major sections; female, male, and kids. But the
extensive characterization of clothes is not being done, like clothes are not characterized differently
for young girls and mid-age women, rather the focus is on providing latest fashion trends, with a high
turnover of 10,000 new designs in a year. Even though it manufactures products as per market’s daily
changing trends, it has developed a system by which it has a low manufacturing cost enabling it to
provide great latest designs at lower prices to the customers.

4.SWOTAnalysis
After a SWOT analysis of the organization, the conclusion was driven that Zara has motivated and
contended staff that works with the alignment with the organization’s goals and objectives. Its major
strengths are, attainable objective setting, vertically incorporated structure and, self-motivated and
committed human capital. The ability to make rational and practical decisions has made it win over
its competitors.

9-18. What strategic implications does Zara’s move into online retailing have?
Ans: Inditex has long used the internet to promote its various lines and corporate image and is also
popular on Facebook, where it has 4.5m fans. Its Smartphone application, launched about a year ago,
has been downloaded by 2m people. Zara can very easily make its online e-retail distribution service
work successfully. Zara had initially decided not to sell clothes on the internet since the returns rates
were too high. However, as of September 2010, Inditex put Zara branded products online for its
customers, waiting for online demand to build.
Costs on human resources (Vendors, shop assistants, managers) can be saved by the retailer and
customers can make relaxed wise buy decisions without pressure from vendors. ‘Infinite shelf space’
will be available in that, products available at all store locations and around the world without
geographical boundaries, to the customers to choose from. 
Some of the disadvantages of online retail would be the difficulty to gather trend information, product
sales and customer suggestions. Zara could remedy this by using analytics and customer feedback
forms online that are user friendly and attractive. 
The biggest drawback itself would be the concept of ‘infinite shelf space’ that an online distribution
will bring, for Zara. Being a company that thrives on the creation of ‘artificial scarcity’ of its
products, the online distribution channel will have to be very carefully controlled to ensure that
customers buy the products with the same fervour as when they visit the store, knowing that it might
not be available the following week. 
Zara can remedy this situation by advertising only a limited number of units of each product online so
customers will know if the numbers are dwindling and that they need to act fast in order to acquire
the product just as in the case of the actual store.
CASE STUDY 6
11-13. Evaluate Yahoo!’s new work initiative. Did it have to be an “all or nothing”
proposition? Discuss.

Ans: As per the case study it seemed that the entire company needed a overhaul and was in bad shape.
The company morals were suffering as employees were not working as a team. Yahoo! HR head
realized the disconnect as well when she sent a memo explaining the company’s decision in 2013. “
best decisions and insights come from hallway and cafeteria discussion, that actual presence in the
office encourages better collaboration and communication”. One perception could be that if the office
is going to be become a collection of employees not working together, it essentially becomes no
different than a coffee shop.
Yahoo’s CEO Marissa Mayer had a very large task, fortunately she was able to recognize a weak area
that was acting as a Cancer affecting the entire company. She made a decision that will hopefully
place Yahoo in a position to compete against its competitors.

11-14. What can managers and organizations do to help employees who work from
home be efficient and productive?
Remote working arrangements are becoming increasingly common across various fields and
industries as businesses look for ways to become more flexible and efficient. Remote work has a very
positive impact on employee productivity, happiness, satisfaction, as well as on their communication
with management. However, some business owners are hesitant to allow remote work, worried that
their staff might be less efficient and productive if out of sight. 
1) Facilitate Good Communication
The question really is: How do you know your employees are really working if they're not in the
office? The key to building trust is good quality communication.
2)Use Time-Tracking Software
Anyone can lose track of time and not realize how much is being spent on non-productive pursuits.
By introducing time-tracking software, you will help your team adopt better working practices and
remain more focused on accomplishing tasks.
3)Invest In Collaboration Tools
We use a number of cloud collaboration tools that help us operate effectively with our largely
remote workforce. Some examples: Box, Microsoft Office 365, Skype for
Business and Yammer, QuickBooks Online, Harvest Time Tracking, RingCentral VOIP phone
systems, and more. It's still important to have regular face-to-face check-ins though, so as to build
a common culture, team loyalty and trust. 
4) Focus On Outcomes
In a creative agency, it's very important to trust your employees' unique skill sets to get the job
done their way. Offer your tools and your guidance, hold scheduled meetings and focus your
energy on analyzing the outcome. This level of autonomy, if coupled with a genuine interest in
your employees' success, will increase the level of workplace satisfaction and, in turn, will boost
productivity. 
11-15. Take the three main concerns—productivity, innovation, and collaboration.
From the perspective of management, how do you think flexible
arrangements stack up? How about from the employee’s perspective?

Ans: Flexible work programs are work arrangements where employees are given greater scheduling
freedom in fulfilling the obligations of their positions. Flexible work arrangements can take any
number of forms such as Flextime, Compressed Work Week etc. While flexible work is becoming
more prevalent across Australian workplaces, employers are divided as to the impact of flexibility on
productivity. Employees agree, with individuals from all generations (Millennial, Gen X, Baby
Boomers and Traditionalists) rating flexible work conditions as one of the most important work
factors.  
Despite the divided perception of the impact flexible work arrangements has on productivity, our
research found that three in four (76%) employers agree that flexible working arrangements provide a
positive return on investment.
Regardless of the disconnect between employer perceptions of productivity and ROI it’s apparent that
flexible, mobile and remote working options are more prevalent than ever. In an increasingly
connected, global workplace, flexibility will continue to be in demand, not just from employees, but
also from employers who want their people where their customers are. With decreased absenteeism,
higher employee engagement, retaining highly skilled employees and overcoming location challenges
when sourcing talent among the potential advantages to offering flexible work arrangements it’s easy
to see why organisations are offering increased flexibility to their employees. The challenge for
leaders is how to effectively manage flexible and remote working employees to create high
performing teams and a consistent organisational culture.
With four generations now working side by side in the workplace, employers need to understand the
motivations and engagement of each generation, and re-evaluate the availability of flexible work
arrangements as part of their talent management strategy for all generations.

11-16. Is face time (that is, showing up at work to be seen by your boss and others)
critical to one’s career? Discuss.

Ans: Employees who work remotely pay a price. Often, they "end up getting lower performance
evaluations, smaller raises, and fewer promotions than their colleagues in the office—even if they
work just as hard and just as long.".
The difference is what we call passive face time. By that we are not referring to active interactions
with coworkers or clients, but merely to being seen in the workplace. To be credited with passive face
time you need only be observed at work; no information is required about what you are doing or how
well you are doing it.
Why the old-fashioned obsession with face time in this day of BlackBerrys and laptops? One reason
is that employers and colleagues still value "passive" face time, which means "being seen in the
workplace." To get credit, "you need only be observed at work." People who show up at the office get
credit for being “responsible” and “dependable.
And if you really want to rise to the top, the key is to put in extra face time at the office—what the
authors call "extracurricular face time."
One way to get extra credit is to come in early and stay late at the office—so that people think you
practically live there. At that point, your status will get "upgraded to 'committed' and 'dedicated.' "
But there's another reason to show up at work—which the authors don't address: Face time gives you
the chance to sweet-talk your superiors. Therefore, being present at work has a lot of advantages for
one’s career.
11-17. Is being able to work remotely important to you? Why or why not?
If it was for me, I would prefer to go to work to do my job because if we I want a career growth that
work will be assessed by my bosses. I am there to resolve issues. Furthermore, when I am interacting
with other staff members and my experienced bosses, I would learn something new which would help
me evolve in to a better employee. My work performance would be judged accurately and I might
achieve my career goal sooner than later if I am working remotely.
Whereas, working remotely can be a lonely and isolating experience which can affect work-life
balance, motivation, and the well-being of your employees in the long run. Good personal
relationships between the members of a team are of vital importance to its success.