ORGANISATIONAL BEHAVIOUR ASSIGNMENT

FACEBOOK

MISSION STATEMENT
GIVE PEOPLE THE POWER TO BUILD COMMUNITIES AND BRING THE WORLD CLOSER TOGETHER.

Five Core Values of FACEBOOK

 Be Bold - Building great things means taking risks. We have a saying: 'The riskiest thing is to take no risks.' In a world
that's changing quickly, you're guaranteed to fail if you don't take any risks.

 Focus on Impact - To make the most impact, we need to solve the most important problems. We expect Facebook
employees to avoid wasting time on minor issues and focus on truly big challenges.

 Move Fast - We believe that it’s better to move fast and make mistakes than to move slowly and miss opportunities.
Doing so enables us to build more things and learn faster.

 Be Open - Informed people make better decisions and make a greater impact — so we work hard to ensure that everyone
at Facebook can access as much information about the company as possible.

 Build Social Value

At Facebook, we’re trying to bring the world closer together — not just grow our business. Our people focus on creating
real value for the world — every day and in everything they do.

In line with the mission statement Facebook empowers the people of the world to share ideas, offer support and make a difference
by use of their Apps to 
1 (a) ORGANISATIONAL STRUCTURE

What is Organizational Structure? An organizational structure is a system that outlines how certain activities such as rules, roles
and responsibilities are directed in order to achieve the goals of an organization. The flow of information between levels in the
company is also determined by Organizational Structure. For example, A centralized organisational structure has decisions flow
from the top down, while in a decentralized organisational structure, decision-making power is distributed among various levels of
the organization.

Organizational structures are normally illustrated in some sort of chart or diagram like a pyramid, where the most powerful
members of the organization sit at the top, while those with the least amount of power are at the bottom. An organizational
structure firmly in place in an organisation allows it to remain efficient and focused. A successful organizational structure defines
each employee's job and how it fits within the overall system. Eg A centralized organisational structure has a defined chain of
command, while decentralized organisational structures have almost every employee receiving a high level of personal agency.

 Types of organizational structures

 Functional Structure (Bureaucratic) - based on the specialisation of its workforce, divided into departments
consisting of Marketing, Operations and Sales, prevalent in most small to medium sized businesses.

 Divisional/Multidivisional Structure - structures its leadership team based on the products, projects, or
subsidiaries they operate, common among large companies with many business units.

 Flatarchy Structure - flattens the hierarchy and chain of command and gives its employees a lot of autonomy,
has a high speed of implementation. exists in many Start-ups.

 Matrix structures – most confusing and least used, conditions employees across different superiors, divisions
and departments eg Same employee may have roles in both sales and customer service

 Benefits of Organisational Structure

 Defines a company's hierarchy

 Allows the firm to layout the pay structure for its employees
 Makes operations more efficient and much more effective
 Perform different operations at once seamlessly
 Informs employees how best to get their jobs done.
 For example, in a hierarchical organization, employees will have to work harder at buying favour or courting
those with decision-making power.
 In a decentralized organization, employees must take on more initiative and bring creative problem solving to
the table.
 Helps set expectations for employees to track own growth and emphasize a certain set of skills.
 Assists potential employees to gauge if it would be a good match with their own interests and work styles.

1 (b) Organizational structure at Facebook

The organizational structure of Facebook follows a vertical design. Information Security, Business Development, Marketing
Center, Finance Center, and Engineering are among the central departments. There are several sub-groups within each of these
primary categories. For example, Software development, research and analysis, and other engineering-related activities may be
found in the Facebook organizational structure.

Information Security, Business Development, Marketing, Finance, and other departments are among the key departments. The
current chief executive officers of the central departments are all graduates of world-renowned institutions or have worked for
other top technology companies such as Google and the National Foundations.

 Facebook Organizational Structure Key Executives

 Chief Executive Officer (CEO) - Mark Elliot Zuckerberg, an American computer programmer, was born in the
1980s. He is one of Facebook's co-founders, chairman, and CEO. Mark was named one of the top five wealthiest people
in the world by Forbes in 2016.

 Officer in Charge of Operations (COO) - Sheryl Kara Sandberg is an author and technology executive from the
United States. She is Facebook's chief operating officer (COO) and formerly worked for Google.

 Managing Director of Finance (CFO) - Facebook's Chief Financial Officer (CFO) is David M. Wehner. Wehner
earned a bachelor's degree in chemistry from Georgetown University and a master's degree in physics from Stanford
University.
  Information Officer (CIO) (CTO) - Since 2013, Mike Schroepfer has served as Facebook's Chief Technology
Officer. Since 2008, he has served as Facebook's vice president of engineering. Stanford University awarded him a
bachelor's and master's degree in computer science.

 Chief Product Officer (CPO) - Facebook's Chief Product Officer is Christopher Cox. He is in charge of the
company's central worldwide product management, design, and marketing initiatives. In 2005, Cox left his master's
degree at Stanford to join Facebook.

2 (A) ORGANISATIONAL CULTURE

What is organizational culture? Organizational culture is the collection of values, expectations, and practices that guide and
inform the actions of all team members. A great culture exemplifies positive traits that lead to improved performance, while a
dysfunctional culture brings out qualities that can hinder even the most successful organizations. Culture is created through
consistent and authentic behaviour. One can gauge an organisations culture by seeing How a CEO responds to a crisis? How a
team adapts to new customer demands? or How a manager corrects an employee who commits a mistake?

 The importance of culture: Organizational culture affects all aspects of business, from punctuality and tone to
contract terms and employee benefits. When workplace culture aligns with the employees, they’re more likely to feel
more comfortable, supported, and valued. Companies that prioritize culture can also weather difficult times and changes
in business environment to emerge stronger. Organisational Culture is an important facet when it comes to attracting
talent and outperforming the competition.

 Qualities of a great organizational culture

 Alignment comes when the company’s objectives and its employees’ motivations are all pulling in the
same direction. Exceptional organizations work to build continuous alignment to their vision, purpose, and
goals.

 Appreciation can take many forms: a public kudos, a note of thanks, or a promotion. A culture of
appreciation is one in which all team members provide recognition and thanks for other’s contributions.

 Trust is vital to an organization. With a culture of trust, team members can express themselves and
rely on others to have their back when they try something new.

 Performance is key, as great companies create a culture that means business. In these companies,
talented employees motivate each other to excel, resulting in greater profitability and productivity.
  Resilience is a key quality in highly dynamic environments where change is continuous. A resilient
culture will teach leaders to watch for and respond to change with ease.

 Teamwork encompasses collaboration, communication, and respect between team members.

When everyone on the team supports each other, employees will get more done and feel happier while doing it.

 Integrity, like trust, is vital to all teams when they rely on each other to make decisions, interpret
results, and form partnerships. Honesty and transparency are critical components of this aspect of culture.

 Innovation leads organizations to get the most out of available technologies, resources, and markets. A
culture of innovation means application of creative thinking to all aspects of business, even cultural initiatives.

 Psychological safety provides the support employees need to take risks and provide honest feedback.
Remember that psychological safety starts at the team level, not the individual level, so managers need to take
the lead in creating a safe environment where everyone feels comfortable contributing.

 8 steps to building a high-performing organizational culture

 Excel in recognition Recognizing the contributions of all team members has a far-reaching, positive
effect on organizational culture. When everyone on the team recognizes the accomplishments of others,
individuals start to see how they’re part of a whole.

 Enable employee voice Creating a culture that values feedback and encourages employee voice is
essential, as failing to do so can lead to lost revenue and demotivated employees.

 Make your leaders culture advocates Your company’s success in building a strong workplace culture
rests in the hands of team leaders and managers. When employees see leaders living your culture, they’ll follow
suit.

 Live by your company values Your company’s values are the foundation of its culture, living by
company values means weaving them into every aspect of your business.

 Forge connections between team members Building a workplace culture that can handle adversity
requires establishing strong connections between team members, Encouraging collaboration and engaging
in team building activities are two effective ways to bring your team together and promoting communication.

 Focus on learning and development Great workplace cultures are formed by employees who are
continually learning and companies that invest in staff development. Training initiatives, coaching,
and providing employees with new responsibilities are all great ways to show your team that you’re invested in
their success.

 Keep culture in mind from day one Organizations should hire for culture and reinforce it during the
onboarding process and beyond. Practices and procedures must be taught, and values should be shared.

 Personalize the employee experience employees expect personalized experiences, so organisations

need to focus on ways to help each team member identify with its culture. 

 Organizational culture will develop even without requisite input, but in the absence of that guidance, it may not
be healthy or productive. The three basic techniques for developing organisational culture:-

 Communication: improve communication with employees

 Recognition: start creating a culture of recognition and
 Action. ensure that all members of the team put culture into their actions.

3 (A) COLLABORATION

What is collaboration? Collaboration is when two or more people (often groups) work together through idea sharing and thinking
to accomplish a common goal. It is simply teamwork taken to a higher level. Teamwork is often a physical joining of two people
or a group to accomplish a task. Collaboration is more productive way of doing things.

 Collaboration in the workplace incorporates teamwork and several other aspects, such as

 Thinking and brainstorming ideas to provide solutions - This key element brings groups together to
offer different perspectives and expertise to solve common problems.
  A strong sense of purpose - Groups and individuals who truly collaborate see the value in working
together. Collaboration is not forced upon someone. There should be a meaningful reason for working together,
and it should benefit both parties or the organisation as a whole.

 Equal participation – A collaborative manager or leader may often say, 'leave your titles at the door.'
Treating everyone as equals when collaborating can open up communication and encourage ideas from all levels
of the company or department, not just the managers or directors.

 Benefits of Collaboration

 Access to Skills and Strengths When companies or departments collaborate, they are able to utilize
the strengths and skills of everyone involved. For example, you may struggle with presentation skills but know
all the benefits and challenges of a particular task or solution. Collaborating will enable you to share your
knowledge and work with someone who can present the ideas in the best fashion. The more people involved, the
more skills you have access to.

 Develop Employee Skills The organisation and its employees benefit from collaboration because as a
result of sharing ideas and working together, they see how others think, negotiate and operate. The skills and
knowledge that each employee can pick up from others can be utilized or taken back to their own department to
make improvements or enhancements.

 Solve Problems and Innovate Faster What may take you three months to solve on your own may
only take three hours to solve in a collaborative workplace. Access to several employees with unique expertise
and viewpoints will most likely allow you to come up with ideas and solutions that you may not have thought of
on your own at a faster pace.

 Work Efficiency (Divide and Conquer) Collaborating in the workplace allows businesses to
complete important projects and initiatives in a more efficient manner. With multiple individuals or departments
involved, work can be distributed more evenly and efficiently to those who have the time and expertise.

 6 crucial collaboration skills

 Open-mindedness One of the most important aspects of collaborating well is being open to and
accepting of new ideas.

 Communication Clear and thoughtful communication is another must-have for successful

collaboration.

 Organization Collaboration can’t be successful unless people are able to delegate workload, take care
of their responsibilities, and keep themselves organized—and that’s why organization is another crucial
collaboration skill.

 Long-term thinking Another extremely important component of collaboration is being able to think
long-term and envision the end-result of your collaborative work. Collaboration is all about working towards a
common goal or shared purpose and recognizing how your contributions fit into that goal.

 Adaptability Let’s face it: collaborative projects often don’t go as planned. Priorities shift, obstacles
delay progress, and problems occur, catapulting the whole project into complete disarray. Adaptability is a
crucial collaboration skill, but it’s another one of those difficult-to-teach ones. Adapting well to change comes
with practice and experience. Lead by example. 

 Debate Another skill that’ll make you a more effective collaborator is being able to tactfully and
productively debate ideas with your colleagues (without taking it too personally). 

 A truly collaborative workplace is one where everyone throughout the organization

 has a voice,
 is on equal footing, and
 is able to contribute their abilities and skills to the project at hand.

To infuse collaboration into your organization’s culture, concentrate on nurturing people’s collaboration skills.

3 (B) Collaboration at Facebook

FACEBOOK leverages the diversity of its employees to get strategic input on the products, policies, programs and practices in
developing products that are utilized across boundaries of Nations, Cultures, age groups etc.
Socializing is valued and encouraged not only on the platform but also in the workspace. The work atmosphere is held loose and
casual, where colleagues encourage each other to speak out, say whats on mind, and to be a active participants, that well suits the
core value of the Company “Build Social Value” 

Work is more done through conversation and influence rather than show of authority.
Collaboration is also enhanced by the following efforts:

Facebook Circles Also known as “Coaching Circles,” Facebook Circles are small support groups where participants can learn new
skills, network, and help others solve problems in an engaging and confidential environment. Each circle, led by a Circle Leader,
includes about eight to 10 peers who meet for about an hour every other week, over the course of two to three months. Examples
include: -

 Lean In Circles dedicated to helping women support each other and learn new skills
 Black@ Family Circles and Latin@ La Familia Circles dedicated to helping Black, Latinx, and Hispanic people
who’ve joined the Facebook team navigate their onboarding experiences and create lasting, meaningful community
connections
 Ally Circles dedicated to helping everyone learn and grow in their efforts to be an ally to various communities
 Community Summits

Cultural Heritage Moments Specific cultural months and days provide the opportunity to recognize and celebrate the
contributions, complexities, and richness of different cultural identities. They also provide a space for people at Facebook to ask
questions and learn about different cultures while giving people who identify with different cultural identities the chance to share
what they feel is most important for others to understand. These opportunities help Facebook employees build a stronger
intersectional community by allowing the space to share, create understanding, and develop trust. Cultural Connections is a
celebration of the diversity of new employees and a way to connect with them. This brings new hires together for networking and
introductions to our Facebook Resource Groups.

Boot Camp. For New Employees: "Bootcamp,"  is a six-week introduction to Facebook,  intended to maintain the culture of the
engineering teams as the company grows,  that all engineers - from new college graduates to coding veterans - must go through. In
line with the Core Value BE OPEN, after only a few days on the job, every Facebook engineer is granted access to the entirety of
the website's code base during the camp under the mentorship of a senior engineer to fix bugs ‘ Live’ scattered across the site on
one of the company Apps. Bootcamp is six weeks of mentorship, experimentation, and team building used to determine where the
new engineers will fit best and be happiest. Bootcamp gives a platform for new hires to internally network and create and
understand best practices in the company.

From the holistic benefits to the dedication to diversity to the tailored approach to flexibility, Facebook is committed to creating
an inclusive atmosphere that is inviting all employees. Facebook allows individuals to interact with one another, form
communities, and work on meaningful projects for them, Facebook, and the others who use the applications and technology.

Many people would expect Facebook's corporate culture to be influential, full of benefits, and open. The app has grown to be an
incubator of potential for those fortunate enough to work there, with billions of daily users.

The principles that have resonated throughout the company from its beginnings have strongly supported Facebook's corporate
culture because its values determine its path. Assisting in decision-making and, above all, moving the firm ahead while staying
true to its overarching goal.

4 (A) DECISION MAKING

Decision making refers to making choices among alternative courses of action—which may also include inaction.  Increasing
effectiveness in decision making is an important part of maximizing your effectiveness at work. 

 Programmed decisions not all decisions have major consequences or even require a lot of thought. These types
of straightforward decisions are termed programmed decisions, or decisions that occur frequently enough that we develop
an automated response to them. The automated response we use to make these decisions is called the decision rule

 Non-Programmed Decisions unique and important decisions require conscious thinking, information
gathering, and careful consideration of alternatives are called Non-Programmed decisions. A crisis situation also
constitutes a nonprogrammed decision for companies.

Decisions can be classified into three categories based on the level at which they occur.

 Strategic decisions set the course of an organization.

 Tactical decisions are decisions about how things will get done.
 Operational decisions refer to decisions that employees make each day to make the organization run.
 The 4 Decision Making Models

 The rational decision-making model describes a series

of steps that decision makers should consider if their goal is to
maximize the quality of their outcomes. In other words, if you
want to make sure that you make the best choice, going through
the formal steps of the rational decision-making model

 The bounded rationality model of decision making

recognizes the limitations of our decision-making processes.
According to this model, individuals knowingly limit their
options to a manageable set and choose the first acceptable
alternative without conducting an exhaustive search for
alternatives. An important part of the bounded rationality
approach is the tendency to satisfice (a term coined by Herbert
Simon from satisfy and suffice), which refers to accepting the
first alternative that meets your minimum criteria.

 The intuitive decision-making model has emerged as an alternative to other decision-making processes. This model
refers to arriving at decisions without conscious reasoning. Managers make decisions under challenging circumstances,
including time pressures, constraints, a great deal of uncertainty, changing conditions, and highly visible and high-stakes
outcomes in real time. They don’t decide between two or three options and choose the best one. Instead, they consider only
one option at a time.

 The Creative decision-making model Creative decision making is a vital part of being an effective decision
maker. Creativity is the generation of new, imaginative ideas. With the flattening of organizations and intense competition
among companies, individuals and organizations are driven to be creative in decisions ranging from cutting costs to
generating new ways of doing business.

Researchers focus on three factors to evaluate the level of creativity in the decision-making process. Fluency refers to the number
of ideas a person is able to generate. Flexibility refers to how different the ideas are from one another. If you are able to generate
several distinct solutions to a problem, your decision-
making process is high on flexibility. Originality refers to
how unique a person’s ideas are.

Creativity occurs as an interaction among three factors:

people’s personality traits (openness to experience, risk
taking),
their attributes (expertise, imagination, motivation), and
the situational context (encouragement from others, time
pressure, physical structures)
For example, research shows that individuals who are
open to experience, less conscientious, more self-
accepting, and more impulsive tend to be more creative.

 Which decision model to use and when?

Decision Making
Use This Model When:
Model

Information on alternatives can be gathered and quantified. The decision is important.

Rational
You are trying to maximize your outcome.

Bounded The minimum criteria are clear. You do not have or you are not willing to invest much time to make the
Rationality decision. You are not trying to maximize your outcome.
 Goals are unclear. There is time pressure and analysis paralysis would be costly.
Intuitive
You have experience with the problem.

Solutions to the problem are not clear.

Creative New solutions need to be generated.
You have time to immerse yourself in the issues.

4 (B) Decision making at Facebook

Decision making at FB is guided by an elaborate Code of Conduct which is clearly laid out for personnel as well as for Leaders.
At FACEBOOK, rather than asking permission, teams are encouraged to build and try things and then course correct if necessary.
Team managers provide every individual with as much information as possible about whatever is going on about the project so
that everyone can make the best decisions towards the project. Teams have autonomy to pursue their own destiny or area of
concern they would like to address by avoiding or eliminating few checks and balances. Teams thus build things and test it
independently, if it infringes on a different team's work, the same is sorted out together. They call it “a TRY CATCH MODEL of
decision making not a “IF Then”

Facebook is answerable to its investors, not the general public, as a publicly listed private corporation. CEO Mark Zuckerberg is
basically in total control of the firm due to his enormous equity holdings. Even Zuckerberg recognizes that the stakes are too high
for one person or one corporation to hold all the cards in some situations, which is one reason Facebook is putting up an Oversight
Board for Content Decisions.

According to The Verge, the board, which will be made up of a diverse group of approximately 40 people worldwide, would act
as a "Supreme Court for content regulation.” According to Facebook, the board will function as an "independent authority outside
of Facebook" with the capacity to "overturn Facebook's decisions when required."

5 (A) ORGANISATIONAL CHANGE

 What is organizational change management? - Organizational change refers to the actions in which a

company or business alters a major component of its organization, such as its culture, the underlying technologies or
infrastructure it uses to operate, or its internal processes. Organizational change management is the method of leveraging
change to bring about a successful resolution, and It typically includes three major phases: Preparation, implementation,
and follow-through.

 What causes organizational change?

 New leadership at the helm of the company or within its departments

 Shifts in the organizational team structure
 The implementation of new technology
 The adoption of new business models

 Types of organizational change - Organizational change is a broad term. Some change is sweeping: A
substantial evolution in the direction of a company. Other shifts are less dramatic, focusing instead on a small aspect of a
firm. It can be helpful to think of change as a spectrum. On one end, you’ll find adaptive change, which speaks to those
modest iterations. On the other, there’s transformational change, in which vast change is pursued.

 Adaptive changes are small, incremental changes organizations adopt to address needs that evolve
over time. Typically, these changes are minor modifications and adjustments that managers fine-tune and
implement to execute upon business strategies. Throughout the process, leadership may add, subtract, or refine
processes.

 Transformational changes have a larger scale and scope than adaptive changes. They can often
involve a simultaneous shift in mission and strategy, company or team structure, people and organizational
performance, or business processes. Because of their scale, these changes often take a substantial amount of time
and energy to enact. Though it's not always the case, transformational changes are often pursued in response to
external forces, such as the emergence of a disruptive new competitor or issues impacting a company’s supply
chain.

 Why is organizational change management important?

 Organizational change is necessary for companies to succeed and grow.

 Change management drives the successful adoption and usage of change within the business.
 It allows employees to understand and commit to the shift and work effectively during it.
  Without effective organizational change management, company transitions can be rocky and expensive
in terms of both time and resources.
 It can also result in lower employee morale and competent skill development.
 Ultimately, a lack of effective change management can lead the organization to fail.

 A leader’s/ Manager’s role in organizational change - leaders, have to be courageous by taking on risks.
They need to look at the big picture and articulate high-level change to the company, explain why it’s occurring, and
motivate people to support the transition. To be successful as a leader, you must be insightful and know who to put in
charge of carrying out change processes.

Managers are more concentrated on making business transitions successful. They focus on implementing change by determining
the discrete steps that need to happen and their sequence. Managers are also typically responsible for allocating resources, such as
personnel, and determining how success is measured.
It is the primary responsibility of a manager to know how to design, direct, and shape change processes.

 Managers skill sets for a smooth change management

 The ability to communicate clearly and effectively—this includes actively listening to their team and
colleagues,
 A highly developed level of emotional intelligence,
 Strong organizational skills,
 An eye for detail,
 Problem-solving and decision-making skills,
 Delegating without micromanaging

 Preparation for organizational change

 Define the organizational change

 Understand its criticality
 Garner support from colleagues.
 Create a roadmap that clearly articulates and measures success, and explains how the business—and its
employees, customers, and constituencies—will be affected.
 Ensure the process plan aligns with business goals
 Outline the implementation and sustainability of the organizational change.
 Note what challenges may arise and be flexible enough to adjust accordingly.
 Be sure to celebrate small victories along the way.

Change management doesn’t stop once the transition is successfully executed. Both throughout and following the process, a
manager need’s to continuously assess outcomes, measure data, train employees on new methodologies and business practices,
and readjust goals as necessary.

 Developing skill’s, needed to manage organizational change - Many managers experience organizational
change throughout their careers. By learning how to pre-empt and address the challenges associated with change, they
can ensure that they are equipped with the skills and knowledge needed to manage it. If they are looking for opportunities
to improve their organizational change management abilities, enrolling in an online management course,
like Management Essentials, would hold them in good stead and is an option that can provide them with real-world
skills, teach them common business strategies, and prepare them to handle any transitional challenge that comes their
way.

5 (b) Organisational Changes at Facebook

On 07 Mar 2019, Mark Zuckerberg has announced profound changes to Facebook’s approach to privacy and, by implication, its
business model owing to increasing political pressure. It took Facebook some time to figure out its business model, but as soon as
it did, it was straightforward. Facebook has changed so that it becomes much more like WhatsApp, a Facebook-owned entity that
allows people to communicate privately with one another. Like WhatsApp, Facebook encrypts people’s communications with one
another so that no one — not even Facebook itself can see what they are saying to one another. This is an epochal shift in
Facebook’s business model which has led to moderate internal cultural changes.

How Mark Zuckerberg And Facebook Gave New Life To An Old Management Style?

The more successful a young founder, the more likely an experienced executives will step up to run the company. But Zuckerberg
followed the path of Steve Jobs and Walt Disney and found a true partner. Facebook’s vast membership is purely Mark
Zuckerberg’s contribution to the company’s success, the business prosperity is largely the contribution of Sheryl Sandberg,
Facebook’s COO
Henry Blodget wrote in an article for New York magazine, the Zuckerberg-Sandberg partnership “has now become a new model
for tech company-building. Instead of replacing the quirky founder with a professional CEO, companies now try to ‘go get a
Sheryl.’” Jeffrey Bussgang, general partner at the venture capital firm Flybridge Capital Partners, says: “The new model is there is
enough pride and recognition of the COO role when you have a young technical CEO beside you. People used to look down on
that, and now it’s a badge of honor. I think boards are just being smarter about the positive cultural impact that keeping the
founder in place over the long haul can have. The founder represents the soul of the company.”

6 (A) NEGOTIATIONS

Negotiation is a problem-solving procedure in which two or more people/ organisations/ firms etc. willingly discuss their
differences and try to reach at a joint decision on their common concerns. Negotiation requires participants to recognize issues,
about which they differ, educate each other about their needs and interests, generate possible settlement options and bargain over
the terms of the final agreement. Winning negotiations result in some kind of exchange or promise being made by the negotiators
to each other. The exchange may be tangible or intangible.

 Negotiations are categorized by four elements:-

 Some disagreement or conflict exists, which may be perceived, felt or manifest.

 There is some degree of interdependence between the parties.
 The situation must be conducive to opportunistic interaction. Each party must have both the means and
in the inclination to attempt to influence the other.
 There exists some possibility of agreement, without which the negotiation cannot bring about a positive
resolution.

 Types of Negotiation are Distributive negotiation and Integrated negotiation

 5 Stages involved in the process of negotiation

are: -

 Issues in negotiating may be due to

Personality, Gender & Cultural differences and
Unethical Practices.\

 Research into negotiation behavior

have mostly been conducted from one of three
theoretical traditions that include Individual
differences approach, the motivational approach
or the cognitive approach.

 Negotiating and conflict management

are different. A negotiator can approach a
situation with several different strategies, but
s/he should definitely focus on people. Third party negotiators are available to assist with difficult negotiations.

6 (B) Application of negotiation concepts at Facebook

Though Facebook is rarely mentioned alongside Apple,

Microsoft and Amazon in discussions about conversational AI,
the company has published a hoard of papers that underscore a
deep interest in dialog systems. Facebook has been tinkering
with big challenges like natural language understanding and text
generation.

Facebook AI Research team have been able to successfully

integrated negotiation into the conversation. Facebook’s team
smashed game theory together with deep learning to equip
machines to negotiate with humans. By applying rollout
techniques more commonly used in game-playing AIs to a
dialog scenario, Facebook was able to create machines capable
of complex bargaining.

Under the hood, Facebook’s rollout technique takes the form of

a decision tree. Decision trees are a critical component of many
intelligent systems. They allow us to model future states from
the present to make decisions. Imagine a game of tic-tac-toe, at any given point of the game, there is a finite option set (places you
can place your “X” on the board.

In that scenario, each move has an expected value. Humans don’t usually consider this value in an explicit way but if you
decompose your decision process when playing the game, you are effectively short-handing this math in your head.

7 (B) TEAM DESIGN

Teams are a basic building block of organizations. Over the past years, a great deal of research has focused on what can be done to
improve team effectiveness. Team design characteristics represent inputs that can be manipulated by organizational leaders and
can be grouped into three broad classifications: -

 Team Composition: - focuses on the attributes of

individuals who are team members and is generally
captured either as the average standing on a particular trait
such as mental ability or as a pattern of a characteristic
such as the variability in team member conscientiousness.
Teams composed of members with desirable traits
generally outperform teams composed of members who do
not possess desirable individual characteristics. Members
with negative individual characteristics harm cooperation
and are often rejected by teammates. Team member’s
diversity of individual characteristics also corresponds with
team processes and outcomes, although the effect is
positive in some instances and negative in others. A
particularly difficult methodological issue associated with
team composition is the missing data that occurs when
some team members fail to complete survey measures.

 Team Task Design Characteristics: - arises from the work itself and how the team accomplishes its prescribed
tasks. Some teams have a high level of collective autonomy whereas others work under strict hierarchical control. Teams
vary in interdependence with some operating such that members work together very closely and others allowing
members to work primarily as individuals. Differences in reward structure also vary from teams that are rewarded
collectively to teams with individual-based rewards that result in some members being rewarded more than others.
Moreover, an increasingly important task feature of teams is the degree of virtuality, with some teams interacting
primarily face-to-face and others interacting mostly through electronic means.

 Team Leadership: - Teams are facilitated by Empowering Leadership that encourages the team to collectively
lead itself, by Shared Leadership that exists when leadership functions are dispersed throughout the team, and
by Transformational Leadership that provides teams with a vision that transcends individual interests.

7 (B) Team Designs at Facebook

At FACEBOOK, team design starts at hiring. Hiring of highly qualified people of different backgrounds, points of view, and
different experiences is a NORM. This percolates down to all other facets of work atmosphere where teams get formed
comprising employees of different strengths in technical or system expertise.

Diversity of team is inbuilt into the system at Hiring. Cross Functionality of knowledge and experience is a Culture at FB. Most
teams would have Data Science, User Experience Research, User Interface Design roles and other role experts equally being
teamed-in as per requirement of the project. With strong people in these diverse roles, a team at Facebook brings more diverse
ideas to the table faster, and are less likely to have engineers Piggy-riding. This also helps benefit from each other’s vast variety of
experiences, perspectives and helps make better decisions.

Managers are trained to understand and help sort issues of team members from different backgrounds, help reduce bais across
their team to ensure all team members feel valued.

Facebook's internal design mechanisms against disinformation and divisiveness on Facebook's News Feed and Stories are aided
by the inventor of facebook design. A design system helps guarantee that designs are consistent and that duplicative code is
minimised at a business like Facebook, where hundreds of designers and thousands of engineers are working on a single app at
any given moment.

Facebook thinks that if design systems aren't applied, they won't work. A good design system should strike a balance between
being aesthetically appealing to the design team and being extremely useful to the engineers on the team.

8 (A) Group Properties: -

A group is defined as two or more individuals, interacting and interdependent, who have come together to achieve a particular
objective. Groups are either formal or informal. A formal group is a designated work group, one that is defined by an organization
based on its hierarchical structure, with designated tasks related to its function. In the workplace, that might be the finance group
or the human resources group. Formal groups are relatively permanent and usually work under a single supervisor, although the
structure of the formal group may vary. An informal group is one that’s not organizationally determined or influenced and usually
formed by the members themselves in response to the need for social contact. 

 The group categories of formal and informal, there are sub-classifications:

 Command group. This is a formal group,

determined by the organization’s hierarchal chart and
composed of the individuals that report to a particular
manager. For e.g., the manager of training has a command
group of his employees, the training group.

 Task group. This is also a type of formal group,

and the term is used to describe those groups that have
been brought together to complete a task. The training
group, used in the last example, is not the same as the task
group that provides on boarding training. E.g. say
Employee’s IT manager who equips him with a computer
and phone, and so on.

 Interest group. An interest group is usually

informal, and is a group of people who band together to
attain a specific objective with which each member is
concerned. Within an organization, this might be a group
of people who come together to demand better working
conditions or a better employee evaluation process.

 Friendship group. These are groups of people

who have come together because they share common ideals, common interests or other similarities, like age or ethnic
background.

 A group property is something that every group either satisfies or does not satisfy. Group properties must
satisfy the condition of isomorphism invariance: “if & and” are two isomorphic groups, they either both have
the property or both do not have the property. Group structure has been defined as the rules that define group norms,
roles, status, size and cohesiveness. 

 Roles: A set of expected behaviour patterns attributed to someone occupying a given position in a
social unit. We are expected to play diverse roles which is accommodated with concepts such as Role
perception, Role expectations, Psychological contract and Role conflict.

 Norms: Acceptable standards of behaviour within a group that are shared by the group’s members.
They may be Performance norms, Appearance norms, Social arrangement norms Resource allocation norms.

 Conformity: The adjustment of one’s behaviour to align with the norms of the group. People conform
to the important groups to which they belong or hope to belong. These impotant groups are called Reference
groups. The Solomon Asch studies are very relevant here. As managers, we should be aware of group norms,
which press us or our subordinates or our superiors towards conformity.

 Status: A socially defined position or rank given to groups or group members by others. Status
characteristics theory has 3 sources - the power a person wields over others, a person’s ability to contribute to a
group’s goals and an individual’s personal characteristics.

 Size: Smaller groups are faster at completing tasks than larger ones. Individuals perform better in
smaller groups than in larger ones. In problem solving, larger groups consistently get better marks than their
smaller counterparts. If the goal is fact finding – larger groups more effective.

 Social loafing: The tendency for individuals to expend less effort when working collectively than when
working individually.

 Cohesiveness: The degree to which group members are attracted to each other and are motivated to
stay in the group. Affected by time spent together by the group members, size, and external threats. Relationship
between cohesiveness and productivity depends on the group’s performance related norms.
6 (B) Group properties at Facebook

When it comes to biannual performance evaluations, Facebook employees and supervisors have a good idea of what to anticipate.
Everyone has a strong idea of an employee's performance prior to the assessment, minimizing any confusion or misunderstanding
on both ends, thanks to the company's constant stream of 360 real-time feedback.

During performance reviews, management makes use of the chance to recognize and reward excellent employees, but failing
individuals seldom make it to their review.

9 (A) PSYCOLOGICAL SAFETY

Psychological safety is being able to show and employ one's self

without fear of negative consequences of self-image, status or
career. It can be defined as a shared belief that the team is safe for
interpersonal risk taking. In psychologically safe teams, team
members feel accepted and respected.

Timothy R. Clark has contributed to the concept of psychological

safety with the 4 Stages of Psychological Safety framework. He
defines psychological safety as "a condition in which human
beings feel (1) included, (2) safe to learn, (3) safe to contribute,
and (4) safe to challenge the status quo – all without fear of being
embarrassed, marginalized, or punished in some way."

9 (B) Psychological Safety at Facebook

From Mark Zuckerberg at the top, down to the team heads,

organizational focus and discipline are impressively solid.
The short-term, metrics driven focus of Facebook leads to
many dynamic, fast-moving role shifts of engineers, there is
less sense of permanency and ownership. There can be a bit
of a mercenary feel at FB, where the need to move a metric
may trump loyalty to a mission. This again is a relative
feeling at FB vis-a-vis its peers in the industry.

Engineers at Facebook are likely to get to do exciting work

and get promoted a bit faster provided they learn the
structure of the business and are not bogged down by ideas
that clash with Facebook’s culture and expectations.
Facebook makes immediately actionable feedback a hard
mandate. Managers performance that don’t assist growth are
promptly removed. The higher the level at time of hire,
higher is the pressure to perform and hence the risk. The
downside is a Facebook engineer may have 2 times the risk
of being terminated than a Google engineer.

The pressure of constant high expectations at FB is showing as

somewhere the Gloss of Mark Zuckerberg, held since 2013, has
fallen as brought out by Glassdoor’s Top CEO list which states that
he no longer is among the Top 100 CEO’s as his approval among
some employees has slipped especially in the last months of 2020.
Employees at Facebook have a propensity to feel nervous and risk-
averse owing to fear of bad performance assessments versus metric
objectives, despite the freedom of speech, flexibility to pick teams
to work with, and freedom to pace teamwork, and so on. Few
workers are believed to have this sensation of uncertainty,
especially when contrasted to Facebook's counterparts in the sector.
During the current Covid issue, Mark Zuckerberg made the brave
decision of canceling performance evaluations and promising
significant incentives as a gesture of concern to alleviate the worry
of his staff.

10. LEADERSHIP

Leadership is a process of influence through which an individual or a group of individuals guide followers or other members of an
organization so as to maximize their efforts towards the achievement of a goal. In business, individuals who exhibit
these leadership qualities can ascend to executive management or C-level positions, such as CEO, CIO or President. If one notices
key elements, Leadership stems from social influence, not authority or power. Leadership requires others, and that implies they
don't need to be “direct reports”.

Leadership is very important in a firm as it leads to higher performance by the team members, it improves motivation and morale
within the members, and helps to respond to change. Leadership facilitates organizational success by creating responsibility and
accountability among the members of the organization. In short, it increases value in an organization.

 Leadership Styles: - Different leadership styles

exist in work environments. The culture and goal of an
organization determine which leadership style fits best.
Some organizations offer different leadership styles within
an organization, depending on the necessary tasks to
complete and departmental needs. One can see 5 different
leadership styles in corporate world as below: -

 Laissez-Faire leader does not directly

supervise employees and fails to provide regular
updates to those under his supervision. Highly
experienced and trained employees with minimal
requirement of supervision fall under the laissez-
faire leadership style. But, not all employees
possess these features. This leadership style blocks
the production of employees needing supervision.
The laissez-faire style implements no leadership or
supervision efforts from managers, which can lead
to poor production, lack of control and increasing
costs.

 Autocratic leadership style permits managers to make decisions alone without the input of others.
Managers access total authority and impose their will on employees. No one opposes the decisions of autocratic
leaders. Countries like Cuba and North Korea operate under the autocratic leadership style. This leadership style
benefits those who require direct supervision. Creative employees who participate in group functions detest this
leadership style.

 Participative also known as the democratic leadership style - values the input of team members and
peers, but the responsibility of making the final decision rests with the participative leader. Participative
leadership motivates employee morale because employees make contributions to the decision-making process. It
accounts to a feeling that their opinions matter. This leadership style meets challenges when companies need to
make a decision in a short period of time.

 Transactional leadership style is formed by the concept of reward and punishment. Transactional
leaders believe that the employee's performance is completely dependent on these two factors. When there is an
encouragement, the workers put in their best effort and the bonus is in monetary terms in most of the cases. In
case they fail to achieve the set target they are given a negative appraisal. Transactional leaders pay more
attention to physical and security requirements of the employees.

 Transformational leadership - has the

ability to affect employee's perceptions through
the returns that organization gets in the form of
human capital benefits. These leaders have the
ability to reap higher benefits by introducing
knowledge management processes, encouraging
interpersonal communication among employees
and creating healthy organizational culture. It
helps in flourishing organizational innovation by
creating a participative environment or culture. It
promotes a culture where the employees have
autonomy to speak about their experiences and
share knowledge. It has been seen that
transformational leaders are more innovative than
transactional and laisse-faire leaders.

10 (B) Leader and Leadership at Facebook

The creator of Facebook used mixes leadership
styles mainly Autocratic, Democratic and lassies-
fraises. He always commands his
colleagues to complete a particular task, thus
Facebook is all over the world today. He took
feedback from his colleagues and made a
better layout for Facebook and put better
features which would help people easily
connected through the world. Sometimes he
lets his colleagues make changes to Facebook lay
out and when they were wired in he did not
disturb or correct them. He always took his
workers as friends. Overall we can say Mark
Zuckerberg is a transformative leader
who is recognized for being a motivator and a
visionary who instills a clear vision for the
company's future in his personnel. He goes on to
outline the measures that must be taken to attain
such objectives.

Mark Zuckerberg a leader who constantly

wants to improve, never settle for Status Quo,
Work Ethics second to none, Inquisitive,
Constantly Intellectually Curious and always
Dreaming Big. He is also supposedly humble
and Down to earth. This multitude of qualities as
expressed by one of managers inspires the
different teams and their managers to aim better,
strive better and do better. It aligns to the Core Values of ‘Be Bold’ and ‘Focus on Impact’

The performance of the firm and employee happiness is influenced by Mark Zuckerberg's leadership style. He has taken chances
and learnt from his errors. He has been named one of the top ten CEOs globally and has developed the most popular social
network in the world all thanks to his dedication, self-awareness, and mentorship.