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Organization Culture at Netflix
Organization Culture at Netflix
Patricia Vela
Instructor: Antwanette Bowers
WCM-510-R4329 Negotiation/Advocacy in Work 21TW4
Organization Culture at Netflix
Paul Watzlawick formulated the iceberg communication model, which was founded on the notion that only a small portion of the information conveyed is achieved with the remainder of the meaning of the information not perceived (Matkó & Takács, 2017). In other words, it is representative of icebergs as most of the mass is underwater whereas a small portion is over the water surface. Nevertheless, Watzlawick solved the problem by concentrating on organizational culture’s core classifications. They include basic assumptions, observable artifacts, enacted values, espoused and unseen values (Matkó & Takács, 2017). The factors form the requirement needed to understand communication in people’s unconscious states. By addressing the four classifications with regards to Netflix’s organizational culture, the objective is to demonstrate its applicability and efficacy.
Culture Classifications
The first to be assessed is the observable artifacts, it should be noted that though they are challenging to understand, they can be easily detected considering they validate tangible values that are needed (Vassou et al., 2017). When applied in the Netflix organizational culture. The observable artifacts include the organization’s slogan as well as the adopted culture which aims at enhancing staff freedoms and responsibilities. Similarly, the enacted values address the workplace norms and depending on the organizational structure may have slight variances with the espoused values (Vassou et al., 2017). Nevertheless, Netflix’s enacted values observe the need to hire, respect, and reward employees in the workplace. An additional enacted value is the performance outcome attained during the organization’s annual review of employee working.
The third values to be assessed are the espoused values which represent the norms of the organization that are followed by the staff but outlined by senior management (Vassou et al., 2017). In other words, they are the core values and norms of the organization, moreover, they represent the company’s beliefs upon which the code of conduct is founded. Nonetheless, when applied in the Netflix organizational culture, senior management included appropriate decision-making and improvement of creativity. The approach is directed at challenging the norms and having a better understanding of problems to create effective solutions that will have credible outcomes for the organization (Vassou et al., 2017). Therefore, espoused values express mindsets and strategies approved by the company as it pursues its goals.
The final classification is the unstated and unseen values that tend to develop within the organization forming part of the motivators for specific staff behavior (Vassou et al., 2017). Thus, for Netflix employees, it involves some of the understated assumptions that they are eligible and accountable to outclass their competition and achieve the organizational goal logically. Based on the assessment of the classifications and their application in Netflix’s organizational culture, it is valid to state that the iceberg communication model assesses all employees’ conscious and unconscious cultural classifications. Wang and Chin (2020)) also contribute to their research by stating that Watzlawick’s model also stressed the behaviors demonstrated by the employees. Also, the adopted culture reflected the morals and communications approaches of the organizations which further translated the targeted success.
Conclusion
Overall, the exceptional culture developed by Netflix can be linked to the improved performance-based culture that directs employee efforts to output, increased self-sufficiency in staff decision making, and corresponding relationships in communication. Lastly, the description of culture is the enhancement of employee moral values as they undertake various actions aimed at attaining the organizational goals.
References
Matkó, A., & Takács, T. (2017). Examination of the relationship between organizational culture and performance. International Review Of Applied Sciences And Engineering, 8(1), 99-105. https://doi.org/10.1556/1848.2017.8.1.14
Vassou, C., Zopiatis, A., & Theocharous, A. (2017). Intercultural workplace relationships in the hospitality industry: Beyond the tip of the iceberg. International Journal Of Hospitality Management, 61, 14-25. https://doi.org/10.1016/j.ijhm.2016.11.001
Wang, S., & Chin, T. (2020). A stratified system of knowledge and knowledge icebergs in cross-cultural business models: Synthesising ontological and epistemological views. Journal Of International Management, 26(4), 100780. https://doi.org/10.1016/j.intman.2020.100780
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