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