summarize the main theme, identify information that is interesting, understand the topic . 75-100 wrd summary

EXHIBIT 2.10 Culture Ground Rules at Warby Parker LO 2-6 Discuss how an organization's culture and climate affect its reSponse to its external environment. organization culture The set of important aSSumptions ab0ut the organization and its goals and practices that members of the company share. Treat customers the way we'd like to be treated. can think blg.|1ave fun, and do good. Create an environment where employees I Get out there. I SOURCE: Warby Parker, \"We Have a Couple of Ground Rules at Warby Parker,\" wwwwarbyparkertom. Organization Culture An organization's culture is like an individual's personality. Organization culture is the set of important assumptions about the organization and its goals and practices that its mem- bers share. It is a system of ( 1) shared values about what is important and (2) beliefs about how the world works. A company's culture provides a framework that guides people's behavior on the job?1 For example. the way people dress and behave. the way they interact with each other and with customers. and the work habits that managers value are usually quite different at a bank than they are at a music company, and different again at a law firm or an advertising agency. Cultures can be strong or weak. A strong culture is one in which most people understand and believe strongly in the firm's goals. priorities. and practices.\" Strong cultures have great inuence on how people think and behave. and canpotentially but not necessarilybe a great asset if the behaviors it encourages are appropriate and effective ones. As examples. the Walt Disney Company's culture encourages extraordinary devotion to customer service. and the culture at design firm IDEO encourages world-class innovation. But a strong culture can be counterproductive when it overlooks or even encourages unethical behavior. Values and beliefs that have \"worked" for years can sometimes backfire and even permanently destroy once dominant organizations. For example. Purdue Pharma. the maker of oxycontin, ended up pleading guilty to a number of federal charges for its part in misleading and illegal sale practices that contributed to the severe opioid crisis ravaging many parts of the United States. Purdue pled guilty to violating laws that prohibited giving doctors kickbacks; Purdue also agreed to pay penalties for employing aggressive marketing tactics to induce doctors to unnecessarily prescribe opioids.\" When a merger or acquisition brings together organizations with strong cultures. long- standing habits and ingrained beliefs are likely to clash. In 2020, Morgan Stanley acquired E*Trade, Just Eat acquired GrubHub. and Intuit acquired Credit Karma. Time will tell whether the expected value creation is realized. Finally. integrating two organizations always presents challenges. These challenges may be exacerbated when the organizations have drastically different corporate cultures.74 Weak organization cultures lack strong shared values and breed confusion about com- pany goals. It is not clear what principles should or really do guide decisions. Some manag- ers may pay lip service to an important behavior (\"we would never cheat a customer\") but behave very differently (\"don't tell him about the bug in the software; we'll take care of it later\"). Weak and confused cultures foster poor performance and sometimes worse. Most managers would agree that they want to create and maintain a strong culture that will make their company more effective. They encourage high values. laudable goals. and useful behaviors. They want to create an internal culture that is appropriate in every sense for the external environment?5