Scribd
Upload
485 views2 pages

Valve

Valve takes a decentralized, non-hierarchical approach to organization compared to traditional organizations. At Valve, employees are unmanaged and the structure is fluid and flexible with strong horizontal coordination. There is no formal hierarchy and authority is held by the owner, though there is a hidden layer of powerful management. Teams are kept stable to maintain success and employees directly provide for customer demands through participatory management.

Uploaded by

Arnab Bhattacharya
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
485 views2 pages

Valve

Valve takes a decentralized, non-hierarchical approach to organization compared to traditional organizations. At Valve, employees are unmanaged and the structure is fluid and flexible with strong horizontal coordination. There is no formal hierarchy and authority is held by the owner, though there is a hidden layer of powerful management. Teams are kept stable to maintain success and employees directly provide for customer demands through participatory management.

Uploaded by

Arnab Bhattacharya
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd

How is Valve's approach to Organizing different from a traditional organizations?

THANK YOU SUROJOYTI,As per our case study,Valves had a Decentralised Structure. It was a
non hierarchical company; the employees were unmanaged here. In such organisations, structure is
fluid and flexible, with strong horizontal coordination.The employees were aware that they had to
provide what their customers demanded. Participatory Management model which helped them
getting and retaining the employees with skillset and general values.
Valve Software believed in the strategy of unchanged successful teams to maintain their stability. (2)
.It is a flat structure where, at least in small groups, you’re all peers and make decisions together. But the
one thing I found out the hard way is that there is actually a hidden layer of powerful management
structure in the company. And here formal hierarchy inside Valve is absent, formal authority held by
the owner.(3) Next part over to indrajit.
Traditional organization represent the organizational structure in a business is hierarchical,
meaning power flows vertically and upward, and employees are departmentalized. All employees
follow a chain of command
DECENTRALIZATION IS SIMPLY A MATTER OF DIVIDING UP THE MANAGERIAL WORK AND
ASSIGNING SPECIFIC DUTIES TO THE VARIOUS EXECUTIVE SKILLS. IN HORIZONTAL
COORDINATIONIT-N HORIZONTAL ORGANIZATION AUTHORITY STRUCTURE, INDIVIDUALS ARE
LOCATED ON THE SAME LEVEL AND NORMALLY THEY HAVE NO AUTHORITY OVER EACH
OTHER. THE VERTICAL STRUCTURE OF AN ORGANIZATION STATES THAT THE LINES OF
AUTHORITY PASSES FROM TOP TO BOTTOM .
Coming to the 1st question

 THANK YOU SUROJOYTI,As we all know, Traditional organization represent the


organizational structure in a business is hierarchical, meaning power flows vertically and
upward, and employees are departmentalized. But here As per our case study,Valves had a
Decentralised Structure. It was a non hierarchical company; the employees were unmanaged
here. In such organisations, structure is fluid and flexible, with strong horizontal
coordination.The employees were aware that they had to provide what their customers
demanded. Participatory Management model which helped them getting and retaining the
employees with skillset and general values. Valve Software believed in the strategy of
unchanged successful teams to maintain their stability. And here formal hierarchy inside
Valve is absent, formal authority held by the owner.(3) Next part over to indrajit.

You might also like