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Transcript of Facebook

Organizational Environments and Cultures
Forming and Managing Teams
Facebook’s mission is to give people the power to share and make the world more open and connected
Facebook globally
The biggest social media service
Continually growing and evolving
Global company
Management centralized to HQ in Menlo Park CA
Over 7000 employees
14 offices in the US
34 international offices (wholly owned foreign subsidiaries)
6 data centers
Global consistency: offices run the same way around the world
Corporate Social Responsibility
Facebook
An Analysis by Thai, Kaisa, Katariina, Ossi, and Laura
Decision Making
Strategy
Mission: to give people the power to share and make the world more open and connected
Creating value for users, marketers, and developers
Over 1,2 billion monthly active users
For 2013, Facebook’s revenue was $7.87 billion:
the substantial majority generated from third parties advertising on Facebook
for 2013 89%
for 2012 84%
for 2011 85%

Facebook's HQ in Palo Alto, CA
“God forbid we spend a single day not trying to prepare for tomorrow’s Facebook. You’ve seen company after company that rose to greatness struggle with scale, struggle with culture.”
- Andrew Bosworth, a director of engineering
Designing adaptive organizations
An all-night "Hackathon" the night before Facebook's IPO
Managing Human Resources
Job analysis
Employment relationship
HR Management process
Recruitment
Training
Retention
Compensation
Separation
Management Control

Facebook's current "F" logo
Overview
Conclusion
An adaptive organic organizational structure in a dynamic environment
"Code wins arguments."
Flat hierarchy
Departmentalization
Growth strategy
Expanding their global community
Building infrastructure
Developing its products in order to increase engagement
Improving ad products, providing an attractive return for marketers
Expanding and improving the mobile usage of Facebook
From mid-2010 Facebook’s strategy has been connecting online and mobile users
Expansion
Connecting everyone
Buying start-ups
Instagram 2012 and WhatsApp 2014
High agility


“Flexibility is huge. You work on your time. Performance is measured by results, not hours in the office.”
-Lori Goler, VP of HR
users vs. marketers
social mission vs. profit
IPO 2012

Economic
Relationship
“Engineers are worth half a million to one million.”
Legal Relationship
Social relationship
Community development
Platform for business and entertainment
Spread information more widely
Employee treatment
Good condition of working
Unique working culture
Innovation and creativity
Corporate Social Responsibility
Planning
Consumer issues
Facebook is isolating things from you
Publish your activity without your permission
Balance corporate and social interest

References
Organizational Environment and Culture
Adaptive Organizations
Human Resources
Team Management
Strategy
Planning and Decision Making
Leadership and Motivation
Control
Corporate Social Responsibility
Dynamic and rapidly changing environment
Open and adaptable culture
Flat, team-oriented hierarchy
Talent-seeking
Ambitious global growth strategy
Flexible decision making process
Zuckerberg
Producer of big data
Balance between corporate and social benefits
Challenges to come?
General/
External environment
Dynamic, complex, uncertain
rapidly evolving field
Resources: HR and software over material resources
Strategic goal
"We aim to connect the next 5 billion people through facebook"
Multi-App Strategy: "From Utility to monopoly"
Teamwork: Do it and try it
CEO Mark Zuckerberg advises and makes decisions
Sometimes teams have to make decisions
Flexible decision making process
Specific/Operating
Customers: trends change constantly, hard to predict
Competition: new competitors arise quickly
FB has bought out competitors
Internal:
The culture of Facebook
Strongly based on continuous growth and change
Bold innovation and creativity are core values, encouraged
Laid-back environment, giving employees free hands
Zuckerberg

Motivation and leadership
"We hire trailblazers, hackers and pioneers.
We want people who can solve challenging problems, make a real impact and build something big."
www.facebook.com/careers
Mark Zuckerberg
Founder, Chairman and CEO
Responsible for overall direction and product strategy
Leads the design of service and development
Supportive style of leadership, but autocratic decision making

"We don’t have rules.
We have values."
Motivation
Intrinsic motivation of the employees
Employee need satisfaction
Employee benefits
Working environment
Compensation and promotion

Forming teams
Continuous recruitment
Internal team switching made easy, even encouraged

Managing teams
Extremely team-oriented code of conduct
Small teams, a lot of independence
'Creative Labs'
'Landing Teams'
Laid-back environment, little rules:
the result is all that counts

http://www.inc.com/ilya-pozin/9-things-that-motivate-employees-more-than-money.html
Information control
Big data
Transparency reports
Communications control
An open-book management approach
Self-control of the employees

Waste & pollution control
Practice self-control in environmental issues
Sustainability
Green projects
Quality control
How useful is the data for business
Feedback
Regulations:
Privacy regulations
Advocacy groups
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Full transcript