Read the attached case study and answer the three questions at the end. Word count 400 words

Gabe Newell was a founder and is the CEO of Valve Corporation, last decade going out of its way to recruit the most intelligent, a Bellevue, Washington-based video game maker founded by innovative, talented people on Earth, telling them to sit at a desk former Microsoft employees Newell and Mike Harrington-or and do what they're told obliterates 99 percent of their value," that's what it says on paper somewhere, anyway. Not surprising, states the now-famous employee handbook, which generated given the loose, fluid structure (or lack thereof) at Valve, Greg buzz in 2012 when it was leaked online. "This company is yours Coomer, a designer and artist who was one of the first employ- to steer. Toward opportunities and away from risks." ees, said of Newell, "I think he's technically the CEO, but it's Valve developed Steam, an online service that is basically the funny that l'm not even sure of that." iTunes of the video gaming world. Though some say its plans That's because Valve Corporation is not exactly, well, the arche- are overambitious, the 300-employee company is competing typal vision of a "corporate" environment. Valve doesn't use for- with Google to develop wearable computing-like video games mal titles, except in the hiring process so as to not scare away played through goggles or glasses where you might see a zomprospective applicants who might find the titleless work environ- bie coming out of your own bathroom at home. Even competitors ment a bit peculiar. Here, desks move on wheels so that employ- acknowledge that Valve is on the cutting edge of the industry. ees can relocate anywhere in the office and form work groups at Valve is responsible for Half-Life-a game that has received a moment's notice. Employees don't have strict job duties; they numerous "Game of the Year" awards and is still widely regarded fill in where they think they can contribute the most. Valve has no as influential among its peers; Half-Life 2, Left 4 Dead, and Counformal bosses, pay is often determined by peers, and employees terstrike are among wildly popular and industry-shaping games. create their own schedules and workdays. In other flat (also called "lattice") organizations, lines of comValve personifies the trend of recent years to flatten out hierar- munication flow directly from one person to the other with no chies within companies, reducing the role of middle management intermediary; there is no fixed or assigned authority; natural where information and processes can get clogged, enabling, in leadership is identified by those who follow; and objectives are theory, a freer flow of communication and increased productiv- set by the same employees who have to realize them. In many ity. "When you're an entertainment company that's spent the flat organizations, including Valve, associates decide how much they think their peers should be paid but are never allowed Abrash, an engineer at Valve. "Almost by definition, it's a great to vote on their own salaries. Teams at Valve decide together place for the right sort of creative people to work." whether a team member isn't working out. "We don't have any management, and nobody 'reports to' anybody else," states Case Questions Valve's employee handbook. Valve said it was rare that anyone 1. Would you describe Valve Corporation as a flat chose to leave the company, and when someone did, it was often organization? Why? Does such a structure seem to for something like a sick parent needing help. be effective for Valve? There are challenges to the flat approach-like lack of account- 2. Describe the potential downsides of a flat or lattice ability. Though the environment can trigger creativity and collaborganization. Do you think these consequences oration, some still leave for more traditional companies that are outweigh the positives at Valve? more structured and organized. Retaining highly motivated individuals is critical for effectiveness within a flat organization. Dis- 3. Think of Valve as a future employer of your cipline and motivation need to be off the chart, but unfortunately, services and skills. Would your personality fit the the types of employees that a flat organization requires in order flat structure of Valve? Why or why not? to thrive represent a small segment of the workforce. This type of Sources Gabe Newell was a founder and is the CEO of Valve Corporation, last decade going out of its way to recruit the most intelligent, a Bellevue, Washington-based video game maker founded by innovative, talented people on Earth, telling them to sit at a desk former Microsoft employees Newell and Mike Harrington-or and do what they're told obliterates 99 percent of their value," that's what it says on paper somewhere, anyway. Not surprising, states the now-famous employee handbook, which generated given the loose, fluid structure (or lack thereof) at Valve, Greg buzz in 2012 when it was leaked online. "This company is yours Coomer, a designer and artist who was one of the first employ- to steer. Toward opportunities and away from risks." ees, said of Newell, "I think he's technically the CEO, but it's Valve developed Steam, an online service that is basically the funny that l'm not even sure of that." iTunes of the video gaming world. Though some say its plans That's because Valve Corporation is not exactly, well, the arche- are overambitious, the 300-employee company is competing typal vision of a "corporate" environment. Valve doesn't use for- with Google to develop wearable computing-like video games mal titles, except in the hiring process so as to not scare away played through goggles or glasses where you might see a zomprospective applicants who might find the titleless work environ- bie coming out of your own bathroom at home. Even competitors ment a bit peculiar. Here, desks move on wheels so that employ- acknowledge that Valve is on the cutting edge of the industry. ees can relocate anywhere in the office and form work groups at Valve is responsible for Half-Life-a game that has received a moment's notice. Employees don't have strict job duties; they numerous "Game of the Year" awards and is still widely regarded fill in where they think they can contribute the most. Valve has no as influential among its peers; Half-Life 2, Left 4 Dead, and Counformal bosses, pay is often determined by peers, and employees terstrike are among wildly popular and industry-shaping games. create their own schedules and workdays. In other flat (also called "lattice") organizations, lines of comValve personifies the trend of recent years to flatten out hierar- munication flow directly from one person to the other with no chies within companies, reducing the role of middle management intermediary; there is no fixed or assigned authority; natural where information and processes can get clogged, enabling, in leadership is identified by those who follow; and objectives are theory, a freer flow of communication and increased productiv- set by the same employees who have to realize them. In many ity. "When you're an entertainment company that's spent the flat organizations, including Valve, associates decide how much they think their peers should be paid but are never allowed Abrash, an engineer at Valve. "Almost by definition, it's a great to vote on their own salaries. Teams at Valve decide together place for the right sort of creative people to work." whether a team member isn't working out. "We don't have any management, and nobody 'reports to' anybody else," states Case Questions Valve's employee handbook. Valve said it was rare that anyone 1. Would you describe Valve Corporation as a flat chose to leave the company, and when someone did, it was often organization? Why? Does such a structure seem to for something like a sick parent needing help. be effective for Valve? There are challenges to the flat approach-like lack of account- 2. Describe the potential downsides of a flat or lattice ability. Though the environment can trigger creativity and collaborganization. Do you think these consequences oration, some still leave for more traditional companies that are outweigh the positives at Valve? more structured and organized. Retaining highly motivated individuals is critical for effectiveness within a flat organization. Dis- 3. Think of Valve as a future employer of your cipline and motivation need to be off the chart, but unfortunately, services and skills. Would your personality fit the the types of employees that a flat organization requires in order flat structure of Valve? Why or why not? to thrive represent a small segment of the workforce. This type of Sources