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Falcon Case

This document discusses a case involving the failed startup Falcon Computer. The company created a "Falcon Values" document outlining its organizational culture, but the actual managerial behavior did not align with these stated values. Software trainer Peter Richards noticed this wide discrepancy. The executives at Falcon wanted to both maintain control and create an identifiable culture, but their actions did not match the written values. This misalignment between stated culture and real behavior ultimately contributed to the company's bankruptcy.

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Arindam Dey
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2K views8 pages

Falcon Case

This document discusses a case involving the failed startup Falcon Computer. The company created a "Falcon Values" document outlining its organizational culture, but the actual managerial behavior did not align with these stated values. Software trainer Peter Richards noticed this wide discrepancy. The executives at Falcon wanted to both maintain control and create an identifiable culture, but their actions did not match the written values. This misalignment between stated culture and real behavior ultimately contributed to the company's bankruptcy.

Uploaded by

Arindam Dey
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Case regarding the creation of the

organization culture at
Falcon…

PRESENTED BY
ARINDAM DEY
CASE DETAILS

 Falcon Computer was a new firm in the Silicon


Valley area of California (USA)..
 ‘FALCON VALUES’ document was created by
the management of the firm..
 Software trainer Peter Richards noticed the
wide discrepancy between the values
expressed in the document and the actual
managerial behaviour..
 Falcon Computer finally filed for bankruptcy..
Organisational Culture and
Managerial behaviour
 What is more important –

 A - Statement in Corporate culture document.


 OR

 B - Actual managerial behavior.



Why did the Falcon executives
act as they did?

 They wanted to maintain their supremacy in the
organization by virtue of the positions held
 At the same time also wanted to create and
maintain such an organizational culture that
every employee in the organization could
identify with
Whistle Blow..

 Employees became a part of the prevalent


Organizational Culture and became
habituated in it.
 Blowing whistle is the previous stage of change
 Changes are always prevented in an
Organization
Changing the old
values:

 Whistle Blowing by the executives whenever they
come across any such organizational culture
which is not relevant
 Should be the first [person to start the change &
should also take the higher authorities in
confidence.
 Should uphold the culture which u think is right.
As truly said that ‘Almost anything u do will
seem insignificant. But its very important that u
do it. You must be the change you want to see in
this world.’- Mahatma Gandhi.

Conclusion..

 All the employees of the company should be


interviewed to confirm the company’s true
condition.
 The extent of the study needs to be stipulated.
 In a real study, it should be noted what the
management and employees perceive to be the
real values or lack of values.
 Management should be interviewed and sources
cited as they have no cited spokesperson and
Richards is new to the company.


THANK

YOU

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