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Organizational Culture
By:Antro, Akbar, Ihab
Company Profile
Headquarters based in Irvine, California
A unit of the leading company in massively multiplayer online role playing game (MMORPG), Activision Blizzard
Develops and publishes software titles such as genre-dominating:- World of Warcraft (about 10million subscribers)- Starcraft- Diablo
All games available for PC
The games are sold through a retailer or online download
Blizzard Entertainment have also leveraged their game through the development of products such as action figures, board games, graphic novels, and comic books
Founded 1991 under the name of Silicon&Synapse
Founders were three graduates from UCLA majoring in computer science
Organizational culture has stayed similar since the start up of the company, following preferences of the founders
Founders
Final results are what matters.
Employees should always look it from the eyes of the final user.
An Unforgettable gaming experience.
Gameplay First
8 Core Values
“Most players wont remember if the game was late, only whether it was great”
Employees are working in one area, their specialization
Work is done mainly individually
Deadlines are not final
Commit to Quality
Integrity is number one in interactions.
Conflicts are looked as good inside the company.
Handling conflicts should always done with care.
Play Fair
Creativity and innovation is key in gaming industry.
Employees are expected to be gaming enthusiasts
They are allowed to modify their working quarters to fit their needs
Uniqueness of workers should be embraced and allow shape the environment
Embrace your inner geek
Every employee is encouraged to share ideas freely and discuss their projects with each other.
Listening and seeing others perspectives is important, embrace criticism .
Ability to speak there mind
Every voice matters
Knowledge and understanding of different cultures is necessary.
Company tries to seek employees around the world to create vast view of the industry, enrich the company.
Think Globally
Lead Responsibility
As one of the leaders of the industry, company expects all its employees to be highly ethical in all circumstances.
Change is a inevitable in gaming industry.
Workforce should keep in touch with development of technology.
They seek long-term workers and are willing to support and train them.
Learn & Grow
1. Goal Oriented
The employees are always working toward a common goal which is perfection.
Its all about the end result.
2. Internal
Ability to get things done without anyone controlling the decisions.
3. Easy going Work Discipline
-loose internal culture, little control and discipline
Focusing more on projects
Hofstede Dimensions
5. Closed System
Not anyone can work at Blizzard
People who are experienced gamers and of high education.
4.Professional They want employees to be
who they are, they are promoting diversity.
Local: They are internally focused and there is strong social control to be like everybody else.
6. Employee Oriented: Members of staff feel that personal problems are taken into
account and that the organization takes responsibility of there welfare, even if this is at the expense of the work.
7. Degree of acceptance of leadership style Top managers tend not to involve people with their decisions.
More of autocratic leadership. Employees make their own decisions but their distance from top managers
8. Degree of identification with your organization. Individuals are always looking to achieve their goals, these
goals will be associated the organizations objectives as well. Shared Organization Values (Core values) Culture
Hofstede Dimensions
Working hours are unpleasant to employees
Little advancement in work which leads to stress about your one`s knowledge.
Acute stressor (One type of stressors)
Constant policy adjustments
Working on one project for a large amount of time.
Stress at Blizzard
They have different facilities for relaxation, recreation and reflection on ideas .
The design of the facilities gives a clear image to workers about both addressing their needs (freedom) and that they are valued (Making their own decisions)
Gives: positive work attitude and stronger morale.
Because the employees are innovative, creative they have a stress free environment to work in.
Overcoming StressBlizzard give the employees a great open environment in which employees can speak his mind.
Is visible in the way that work gets done on a day to day basis.
Observable game posters , Dress code is open, easy manner of addressing each other.
Shared values
Basic Underlying assumptions:
- Classifying the employees into specific groups
Organizational CultureManifestation
The organization strategic apex (top-line executives) consists of one CEO and 6 members on the board of directors.
In such an organization there has too be a solid Techno structure due to the competition and reputation Blizzard Entertainment have created.
The following slide will illustrate the directors and top supervisors of company operations. Although there are 13 members. Each one has 4,952 colleagues in 411 companies spread across 36 countries involved in the entertainment industry
Organizational Structure
Board of Directors CEO- Robert Kotick
CFO- Dennis Durkin
COO-Thomas Tippl
Customer-Brian Hodous
Activision Publishing-
Eric Hirshberg
Legal-Chris Walther
Strategy and Talent-Humam Sakhnini
Blizzard Entertainment-
Michael Morhaime
Hierarchy Structure
A divisional structure is formed as control is with Middle Management.
We can also see that there is another strategic apex being formed within Blizzard Entertainment.
This creates a separate model within the existing one, creating a franchise of companies operating under one label
Type of Control Resulted within the Company
HIGH FUNCTIONAL SPECIALIZATION
HIGH FORMALIZATION IN DIVISIONS
LIMITED DECENTRALIZATION
SIMPLE, STABLE ENVIRONMENT
MECHANISTIC STRUCTURE
CHARACTERISTICS OF THE DIVISIONAL FORMS
The respected financial website offers effusive praise for Kotick, along with an amusing tale of how the Activision-Blizzard merger
got done:
When [Blizzard CEO] Mike Morhaime first met Kotick, he was looking for a low-key setting to avoid sparking the sort of chatter that often emerges when high-profile business leaders meet in public. Morhaime... chose a steakhouse near his company's Irvine, Calif., headquarters. But he ended up booking a large banquet room by mistake, leaving the two alone and rather conspicuous for the nearly four hours during which they contemplated the potential of a merger creating a new leader in the video-game business... "We wanted to keep it low-key, which was pretty hard to do in this huge room with just the two of us there," Morhaime recalled with a laugh.
Communication
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