This document provides an overview of Netflix's culture, which focuses on high performance, freedom and responsibility. It discusses how Netflix aims to minimize rules and complexity as the company grows, instead relying on hiring high-performing employees. This allows Netflix to maintain flexibility and avoid becoming bureaucratic. The document also gives examples of how Netflix provides employees freedom and responsibility in areas like vacation policies, expenses and gift policies.
For your final project you are helping prepare Sharon Slade, theSusanaFurman449
For your final project you are helping prepare Sharon Slade, the chief human resources officer of Netflix, for a serious performance discussion with Alice Jones, who may be at risk of being terminated. One key component of your preparation is evaluating the organizational culture at Netflix and assisting Sharon Slade in demonstrating the skills that will help get the negotiation process off to a good start. She can accomplish this by taking into account the hygiene factors and intrinsic motivators as discussed in the Herzberg video clips (located in the Module Three Readings and Resources folder).
One description of the espoused Netflix organizational culture is stated in Slide 6 of the slide deck
Netflix Culture: Freedom and Responsibility
that you viewed in Module One. Slide 6 states: "The actual company values, as opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go."
For this discussion post, craft a response which addresses the following question:
Consider the seven aspects of the Netflix culture, which are listed below:
Values are what we value [Judgment, Communication, Impact, Curiosity, Innovation, Courage, Passion, Honesty, & Selflessness]
High Performance
Freedom & Responsibility
Context, not Control
Highly Aligned, Loosely Coupled
Pay Top of Market
Promotions & Development
Indicate whether or not you agree with the seven values, explaining why or why not. Add two intrinsic values that you believe would improve the organizational culture at Netflix. Provide reasons that justify your choice.
Culture
This is an archive of
prior version New version is at: jobs.netflix.com/culture 1
Netflix Culture: Freedom & Responsibility
2
We Seek Excellence Our culture
focuses on helping us achieve excellence 3
Seven Aspects of our Culture
• Values are what we Value • High Performance • Freedom & Responsibility • Context, not Control • Highly Aligned, Loosely Coupled • Pay Top of Market • Promotions & Development 4
Many companies have nice sounding
value statements displayed in the lobby, such as: 5 Integrity Communication Respect Excellence
Enron, whose leaders went to
jail, and which went bankrupt from fraud, had these values displayed in their lobby: Integrity Communication Respect Excellence 6 (These values were not, however, what was really valued at Enron)
The actual company values, as
opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go 7
Actual company values are the
behaviors and skills that are valued in fellow employees 8
At Netflix, we particularly value
the following nine behaviors and skills in our colleagues… …meaning we hire and promote people who demonstrate these nine 9
You make wise decisions (people,
technical, business, and creative) despite ambiguity You identify root causes, and get beyond treating symptoms You think strategically, and can articulate what you are, and are not, trying to do You smartly separate what ...
Manifesto Netflix: o documento que pode mudar o formato das empresas
Antes de começar a falar do conteúdo desse manifesto, vale destacar o tom visionário que ele tem (publicado em 01 de agosto de 2009) e que antevê muitas coisas que até hoje não vemos em multinacionais/marcas globais estruturadas, mas ainda engessadas.
Outro ponto que vale destaque é o que o "número 2 do Facebook", Sheryl Sandberg disse: “Provavelmente este é o documento mais importante que já saiu do Vale do Silício.”
Do que se trata o manifesto Netflix:
É um documento meio código de conduta meio manual de cultura organizacional, que traz os valores da empresa e a forma como ela enxerga que seus colaboradores precisam se comportar. Esse manifesto possui 124 telas, mas trouxe aqui os tópicos que mais me chamaram atenção pela ousadia e originalidade:
Criatividade é o mais importante: no trabalho processual boas ideias são 2x melhores que a média. Na indústria da criatividade as melhores são até 10x mais;
Priorize descobertas ao invés de segurança para os funcionários: empresas de internet geralmente não têm órgãos trabalhistas com leis bem definidas para seus colaboradores (e mesmo assim sempre figuram entre as melhores para se trabalhar) por isso, mostre pra ele que ele pode realizar grandes descobertas;
Decisões são tomadas em consenso coletivo: o manifesto prega que geralmente erros ou mal entendidos são problemas de comunicação. Pronto, problema resolvido;
Férias ilimitadas: você decide quando volta a trabalhar. E esse empoderamento passado para o colaborador trouxe autonomia e melhores resultados para a empresa. O Netflix orgulhosamente também substituiu todo o aparato burocrático relacionado a custos de viagens com algumas palavras “Haja com as melhores intenções aos interesses do Netflix.”
"Somos um time, e não uma família": a ideia é ser um time desportivo profissional e não um monte de crianças na recreação.
Entendeu por que o manifesto pode mudar a forma como as empresas são construídas hoje? A contracultura de empresa engessada, que prioriza o invariável e o que rentabiliza deve ser mexido levemente pra trazer ainda mais rentabilidade (isso quando se pode mexer), enquanto que o Netflix prioriza a incerteza, o poder da criatividade e da chance de correção no meio do caminho, e principalmente prioriza a confiança no colaborador, no valor percebido por ele de trabalhar numa empresa que faz a diferença na sociedade e que seu propósito vai de encontro com o dele. Ainda, valoriza o espaço concedido para sua vida pessoal, apesar do trabalho intenso.
Claro que pensar que esse modelo de liberdade aplicado para todas as empresas é utopia - e até errado - já que para uma empresa que precisa da criatividade o manifesto é mesmo ideal. Claro que o gesso e o balizamento são essenciais em determinados ramos de atividade mas, até empresas assim podem aprender um pouco com o manifesto.
.
Redigida por
Ivan Alves Nogueira
For your final project you are helping prepare Sharon Slade, theSusanaFurman449
For your final project you are helping prepare Sharon Slade, the chief human resources officer of Netflix, for a serious performance discussion with Alice Jones, who may be at risk of being terminated. One key component of your preparation is evaluating the organizational culture at Netflix and assisting Sharon Slade in demonstrating the skills that will help get the negotiation process off to a good start. She can accomplish this by taking into account the hygiene factors and intrinsic motivators as discussed in the Herzberg video clips (located in the Module Three Readings and Resources folder).
One description of the espoused Netflix organizational culture is stated in Slide 6 of the slide deck
Netflix Culture: Freedom and Responsibility
that you viewed in Module One. Slide 6 states: "The actual company values, as opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go."
For this discussion post, craft a response which addresses the following question:
Consider the seven aspects of the Netflix culture, which are listed below:
Values are what we value [Judgment, Communication, Impact, Curiosity, Innovation, Courage, Passion, Honesty, & Selflessness]
High Performance
Freedom & Responsibility
Context, not Control
Highly Aligned, Loosely Coupled
Pay Top of Market
Promotions & Development
Indicate whether or not you agree with the seven values, explaining why or why not. Add two intrinsic values that you believe would improve the organizational culture at Netflix. Provide reasons that justify your choice.
Culture
This is an archive of
prior version New version is at: jobs.netflix.com/culture 1
Netflix Culture: Freedom & Responsibility
2
We Seek Excellence Our culture
focuses on helping us achieve excellence 3
Seven Aspects of our Culture
• Values are what we Value • High Performance • Freedom & Responsibility • Context, not Control • Highly Aligned, Loosely Coupled • Pay Top of Market • Promotions & Development 4
Many companies have nice sounding
value statements displayed in the lobby, such as: 5 Integrity Communication Respect Excellence
Enron, whose leaders went to
jail, and which went bankrupt from fraud, had these values displayed in their lobby: Integrity Communication Respect Excellence 6 (These values were not, however, what was really valued at Enron)
The actual company values, as
opposed to the nice-sounding values, are shown by who gets rewarded, promoted, or let go 7
Actual company values are the
behaviors and skills that are valued in fellow employees 8
At Netflix, we particularly value
the following nine behaviors and skills in our colleagues… …meaning we hire and promote people who demonstrate these nine 9
You make wise decisions (people,
technical, business, and creative) despite ambiguity You identify root causes, and get beyond treating symptoms You think strategically, and can articulate what you are, and are not, trying to do You smartly separate what ...
Manifesto Netflix: o documento que pode mudar o formato das empresas
Antes de começar a falar do conteúdo desse manifesto, vale destacar o tom visionário que ele tem (publicado em 01 de agosto de 2009) e que antevê muitas coisas que até hoje não vemos em multinacionais/marcas globais estruturadas, mas ainda engessadas.
Outro ponto que vale destaque é o que o "número 2 do Facebook", Sheryl Sandberg disse: “Provavelmente este é o documento mais importante que já saiu do Vale do Silício.”
Do que se trata o manifesto Netflix:
É um documento meio código de conduta meio manual de cultura organizacional, que traz os valores da empresa e a forma como ela enxerga que seus colaboradores precisam se comportar. Esse manifesto possui 124 telas, mas trouxe aqui os tópicos que mais me chamaram atenção pela ousadia e originalidade:
Criatividade é o mais importante: no trabalho processual boas ideias são 2x melhores que a média. Na indústria da criatividade as melhores são até 10x mais;
Priorize descobertas ao invés de segurança para os funcionários: empresas de internet geralmente não têm órgãos trabalhistas com leis bem definidas para seus colaboradores (e mesmo assim sempre figuram entre as melhores para se trabalhar) por isso, mostre pra ele que ele pode realizar grandes descobertas;
Decisões são tomadas em consenso coletivo: o manifesto prega que geralmente erros ou mal entendidos são problemas de comunicação. Pronto, problema resolvido;
Férias ilimitadas: você decide quando volta a trabalhar. E esse empoderamento passado para o colaborador trouxe autonomia e melhores resultados para a empresa. O Netflix orgulhosamente também substituiu todo o aparato burocrático relacionado a custos de viagens com algumas palavras “Haja com as melhores intenções aos interesses do Netflix.”
"Somos um time, e não uma família": a ideia é ser um time desportivo profissional e não um monte de crianças na recreação.
Entendeu por que o manifesto pode mudar a forma como as empresas são construídas hoje? A contracultura de empresa engessada, que prioriza o invariável e o que rentabiliza deve ser mexido levemente pra trazer ainda mais rentabilidade (isso quando se pode mexer), enquanto que o Netflix prioriza a incerteza, o poder da criatividade e da chance de correção no meio do caminho, e principalmente prioriza a confiança no colaborador, no valor percebido por ele de trabalhar numa empresa que faz a diferença na sociedade e que seu propósito vai de encontro com o dele. Ainda, valoriza o espaço concedido para sua vida pessoal, apesar do trabalho intenso.
Claro que pensar que esse modelo de liberdade aplicado para todas as empresas é utopia - e até errado - já que para uma empresa que precisa da criatividade o manifesto é mesmo ideal. Claro que o gesso e o balizamento são essenciais em determinados ramos de atividade mas, até empresas assim podem aprender um pouco com o manifesto.
.
Redigida por
Ivan Alves Nogueira
The Netflix Culture document. A template for Culture in your company.Brent Spilkin
Sheryl Sandberg has called it one of the most important documents ever to come out of Silicon Valley. It’s been viewed more than 5 million times on the web. But when Reed Hastings and I (along with some colleagues) wrote a PowerPoint deck explaining how we shaped the culture and motivated performance at Netflix, where Hastings is CEO and I was chief talent officer from 1998 to 2012, we had no idea it would go viral. We realized that some of the talent management ideas we’d pioneered, such as the concept that workers should be allowed to take whatever vacation time they feel is appropriate, had been seen as a little crazy (at least until other companies started adopting them). But we were surprised that an unadorned set of 127 slides—no music, no animation—would become so influential.
At TaxiForSure, we have been able to attract terrific talent since our inception. Our Culture is the core of our DNA. We believe that our Culture is what will give our company, and our people, success in the long run. Just as the way we would like to revolutionize the way people commute, we would like to use our Culture to revolutionize the way our teams communicate and align. This is what will help us attract the right people and bind us as a team during our journey of explosive growth.
Summarize the key ideas of each of these texts and explain how they .docxrafbolet0
Summarize the key ideas of each of these texts and explain how they shed light on our study of American religious diversity. Point out some key citations and explain the most important thing you learned from these readings and how these readings helped you achieve the educational goals of our course
US Bill of Rights, UN DECLARATION OF HUMAN RIGHTS, and UNESCO on Diversity and Tolerance; Dignitatis Humanae, and Nostra Aetate
Clash of civilizations, Civil Religion (Reader, pp288-289), and Dominus Iesus
Dynamics of Prejudice (Reader, pp.32-39; 111-114; 295-309)
“Die Judenfrage” (Reader, pp.178-209)
The Irish case (Reader, pp.169-177)
Idolatry (Cantwell Smith, Reader, pp.259-266) and Tolerant Gods ( by Wole Soyinka, text on moodle)
Sacred Texts, Christian and Islamic vision of Religious Tolerance (Reader, p.44, and moodle)
The Real Kant, Multiculturalism, Eurocentrism and the Columbus paradigm (Reader, pp.93-103; 352-358; and pp.282-289)
“Calore-Colore” Paradigm (Reader, pp. 323-346) and scholarship on ATR, and scientific theories or mythologies of otherness (pp, 111-128; 295-346)
AAR article on Egyptology and “Egypt and Israel”
Choose 3 questions from the list above :
the papers should be clear and professonal, answer questions and explain the points that you wants to explain with examples from SACRED TEXTS (BIBLE AND KORAN). I want the writer to do the papers professionally, and to be neutral and non-racist, I want him explain that the examples of the Koran show the positive side, which is commensurate with the topic you will write, And, if possible, that there is a positive similarity between the Koran and the Bible. I already provide additional file can help the writer and you can looking for Koran and Bible to use it
.
Submit, individually, different kinds of data breaches, the threats .docxrafbolet0
Submit, individually, different kinds of data breaches, the threats and vulnerabilities that lead to the breaches, and the severity of each.
APA
formatted paper: Some of the basic expectations include 1-inch margins, consistent font for Titles and body of paper, and double spacing.
Title Page (1 page)
Body (2 - 3 pages)
Reference Page (1 page)
.
More Related Content
Similar to In Module One you developed the ZOPA (zone of possible agreement
The Netflix Culture document. A template for Culture in your company.Brent Spilkin
Sheryl Sandberg has called it one of the most important documents ever to come out of Silicon Valley. It’s been viewed more than 5 million times on the web. But when Reed Hastings and I (along with some colleagues) wrote a PowerPoint deck explaining how we shaped the culture and motivated performance at Netflix, where Hastings is CEO and I was chief talent officer from 1998 to 2012, we had no idea it would go viral. We realized that some of the talent management ideas we’d pioneered, such as the concept that workers should be allowed to take whatever vacation time they feel is appropriate, had been seen as a little crazy (at least until other companies started adopting them). But we were surprised that an unadorned set of 127 slides—no music, no animation—would become so influential.
At TaxiForSure, we have been able to attract terrific talent since our inception. Our Culture is the core of our DNA. We believe that our Culture is what will give our company, and our people, success in the long run. Just as the way we would like to revolutionize the way people commute, we would like to use our Culture to revolutionize the way our teams communicate and align. This is what will help us attract the right people and bind us as a team during our journey of explosive growth.
Summarize the key ideas of each of these texts and explain how they .docxrafbolet0
Summarize the key ideas of each of these texts and explain how they shed light on our study of American religious diversity. Point out some key citations and explain the most important thing you learned from these readings and how these readings helped you achieve the educational goals of our course
US Bill of Rights, UN DECLARATION OF HUMAN RIGHTS, and UNESCO on Diversity and Tolerance; Dignitatis Humanae, and Nostra Aetate
Clash of civilizations, Civil Religion (Reader, pp288-289), and Dominus Iesus
Dynamics of Prejudice (Reader, pp.32-39; 111-114; 295-309)
“Die Judenfrage” (Reader, pp.178-209)
The Irish case (Reader, pp.169-177)
Idolatry (Cantwell Smith, Reader, pp.259-266) and Tolerant Gods ( by Wole Soyinka, text on moodle)
Sacred Texts, Christian and Islamic vision of Religious Tolerance (Reader, p.44, and moodle)
The Real Kant, Multiculturalism, Eurocentrism and the Columbus paradigm (Reader, pp.93-103; 352-358; and pp.282-289)
“Calore-Colore” Paradigm (Reader, pp. 323-346) and scholarship on ATR, and scientific theories or mythologies of otherness (pp, 111-128; 295-346)
AAR article on Egyptology and “Egypt and Israel”
Choose 3 questions from the list above :
the papers should be clear and professonal, answer questions and explain the points that you wants to explain with examples from SACRED TEXTS (BIBLE AND KORAN). I want the writer to do the papers professionally, and to be neutral and non-racist, I want him explain that the examples of the Koran show the positive side, which is commensurate with the topic you will write, And, if possible, that there is a positive similarity between the Koran and the Bible. I already provide additional file can help the writer and you can looking for Koran and Bible to use it
.
Submit, individually, different kinds of data breaches, the threats .docxrafbolet0
Submit, individually, different kinds of data breaches, the threats and vulnerabilities that lead to the breaches, and the severity of each.
APA
formatted paper: Some of the basic expectations include 1-inch margins, consistent font for Titles and body of paper, and double spacing.
Title Page (1 page)
Body (2 - 3 pages)
Reference Page (1 page)
.
Submit your personal crimes analysis using Microsoft® PowerPoi.docxrafbolet0
Submit
your personal crimes analysis using Microsoft
®
PowerPoint
®
or another pre-approved presentation tool.
Create
a 10- to 15-slide presentation that includes a reference slide with at least four references cited throughout the presentation. Include the following:
·
Differentiate between assault, battery, and mayhem.
·
Identify and explain kidnapping and false imprisonment.
·
Compare and contrast between rape and statutory rape.
·
Choose two states and compare the definitions and punishment for these crimes.
Include
appropriate photos, short videos, or headlines, as needed, to represent your analysis.
Format
your presentation consistent with APA guidelines.
.
Submit two pages (double spaced, 12 point font) describing a musical.docxrafbolet0
Submit two pages (double spaced, 12 point font) describing a musical concert of your choosing, suggested in the syllabus or approved by instructor. Describe as many factors as possible: who/what/where/ when, how many musicians performed, what instruments did they play, name several of the musical pieces, how did they sound (use some of the terms we learned in the course), what did the musicians wear, describe the audience, describe the music (how did it make you feel, etc.), what did you enjoy most about the event? Share your reflections.
.
Submit the rough draft of your geology project. Included in your rou.docxrafbolet0
Submit the rough draft of your geology project. Included in your rough draft should be the text as close as possible to the way you intend on submitting it as well as data tables and rough sketches of figures.
Proofread everything and check your work according to the
Evaluation
guidelines in the original assignment in Week 02.
Geology Project Requirements
**Please review your paper for all of the below before submitting your Week 8 Rough Draft or Week 10 Final Paper.**
-
Length
·
Paper is to be 7 pages, at a minimum, in length:
o
One Cover Page
o
One Reference page
o
5 pages of written text (which does not include space taken up by photos, illustrations or charts).
-
Formatting
·
All paragraphs need to be indented.
·
Font should be Times New Roman and size 12.
·
The line spacing should be double spaced.
·
Make sure there is an introduction paragraph, thebody paragraphs are well organized and a conclusion paragraph.
·
Stay away from many short sentences in a paragraph, as the paragraph needs to flow. (These can be fragment sentences and can make the paper confusing when reading.)
·
Also stay away from many short paragraphs in the body of the paper, if organized well, then there will be medium length paragraphs.
·
Paper should be aligned to the left margin – not center or wide across.
-
Writing
·
This is a science research paper about a geology topic and must be in third person, therefore words such as we, me, I you, our, or us are not allowed to be used. Make sure these are not in your paper.
o
This also pertains to let’s. (Let’s short for let us.)
·
Make sure that all of your sentences are strong and independent.
·
Paper needs to be written using proper mechanics (clear, concise, complete sentences and paragraphs), proper spelling, grammar and punctuation.
·
Do not start your introduction or paper off with ‘This paper will look at…’ or ‘This paper will cover…’ Your thesis should not contain these words and should be a stand alone sentence with a passive lead in.
·
Spell Check Spell Check Spell Check.
·
Any introduction of a new word or scientific word that your reader may not know the definition of, be sure to include the definition for better understanding.
·
Acronyms. The first time an acronym is used, be sure to define what it stands for – such as USGS (United States Geological Survey). Then each subsequent time this acronym is used in the paper, you can just write USGS since it has already been defined to the reader.
·
Make sure to capitalize proper nouns such as Earth.
·
Make sure paragraphs transition and flow well between each other. Read the paper out loud to yourself before final submission to make sure these transitions are in place.
·
Please do not be a casual writer in this paper. What I mean by that is do not write how you would talk in a casual conversation, text on your phone or email a friend. This is a research paper and therefore the presentation and writing style needs to be.
Submit your paper of Sections III and IV of the final project. Spe.docxrafbolet0
Submit your paper of Sections III and IV of the final project. Specifically, the following critical elements must be addressed:
III. Billing and Reimbursement
A. Analyze the collection of data by patient access personnel and its importance to the billing and collection process. Be sure to address the importance of exceptional customer service.
B. Analyze how third-party policies would be used when developing billing guidelines for patient financial services (PFS) personnel and administration when determining the payer mix for maximum reimbursement.
C. Organize the key areas of review in order of importance for timeliness and maximization of reimbursement from third-party payers. Explain your rationale on the order.
D. Describe a way to structure your follow-up staff in terms of effectiveness. How can you ensure that this structure will be effective?
E. Develop a plan for periodic review of procedures to ensure compliance. Include explicit steps for this plan and the feasibility of enacting this plan within this organization.
IV. Marketing and Reimbursement
A. Analyze the strategies used to negotiate new managed care contracts. Support your analysis with research.
B. Communicate the important role that each individual within this healthcare organization plays with regard to managed care contracts. Be sure to include the different individuals within the healthcare organization.
C. Explain how new managed care contracts impact reimbursement for the healthcare organization. Support your explanation with concrete evidence or research.
D. Discuss the resources needed to ensure billing and coding compliance with regulations and ethical standards. What would happen if these resources were not obtained? Describe the consequences of noncompliance with regulations and ethical standards.
.
Submit the finished product for your Geology Project. Please include.docxrafbolet0
Submit the finished product for your Geology Project. Please include all figures, data tables, and text in the same document.
Before you submit, please proofread once more as you check the
Evaluation
guidelines from the original assignment in Week 02.
I need the sources in-text citations please and sources throughout the paper with quotation marks!!! THIS IS NECESSARY. I have the rough draft I can send it.
Geology Project Requirements
**Please review your paper for all of the below before submitting your Week 10 Final Paper.**
-
Length
·
Paper is to be 7 pages, at a minimum, in length:
o
One Cover Page
o
One Reference page
o
5 pages of written text (which does not include space taken up by photos, illustrations or charts).
-
Formatting
·
All paragraphs need to be indented.
·
Font should be Times New Roman and size 12.
·
The line spacing should be double spaced.
·
Make sure there is an introduction paragraph, the body paragraphs are well organized and a conclusion paragraph.
·
Stay away from many short sentences in a paragraph, as the paragraph needs to flow. (These can be fragment sentences and can make the paper confusing when reading.)
·
Also stay away from many short paragraphs in the body of the paper, if organized well, then there will be medium length paragraphs.
·
Paper should be aligned to the left margin – not center or wide across.
-
Writing
·
This is a science research paper about a geology topic and must be in third person, therefore words such as we, me, I you, our, or us are not allowed to be used. Make sure these are not in your paper.
o
This also pertains to let’s. (Let’s short for let us.)
·
Make sure that all of your sentences are strong and independent.
·
Paper needs to be written using proper mechanics (clear, concise, complete sentences and paragraphs), proper spelling, grammar and punctuation.
·
Do not start your introduction or paper off with ‘This paper will look at…’ or ‘This paper will cover…’ Your thesis should not contain these words and should be a stand alone sentence with a passive lead in.
·
Spell Check Spell Check Spell Check.
·
Any introduction of a new word or scientific word that your reader may not know the definition of, be sure to include the definition for better understanding.
·
Acronyms. The first time an acronym is used, be sure to define what it stands for – such as USGS (United States Geological Survey). Then each subsequent time this acronym is used in the paper, you can just write USGS since it has already been defined to the reader.
·
Make sure to capitalize proper nouns such as Earth.
·
Make sure paragraphs transition and flow well between each other. Read the paper out loud to yourself before final submission to make sure these transitions are in place.
·
Please do not be a casual writer in this paper. What I mean by that is do not write how you would talk in a casual conversation, text on your phone or email a friend. This is a research paper.
Submit the Background Information portion of the final project, desc.docxrafbolet0
Submit the Background Information portion of the final project, describing the company and business product, service, or other idea from the business pla. In the description, make sure that you include the target stakeholders and their relationship to the mission, vision, and values of the company. Concisely describe the company and business product or service. Be sure to include the company’s publicly traded name and stock symbol if these exist.
2-3 pages. APA
.
Submit Files - Assignment 1 Role of Manager and Impact of Organizati.docxrafbolet0
Submit Files - Assignment 1 Role of Manager and Impact of Organizational Theories on Managers
Assignment 1 Role of Manager and Impact of Organizational Theories on Managers (Week 3)
Purpose:
In the first assignment, students are given a scenario in which the shipping manager who has worked for Galaxy Toys, Inc. since 1969. The scenario serves to set the stage for students to demonstrate how management theories have changed over time. For example, managing 30 years ago is different than managing in the 21
st
century.
Outcome Met by Completing This Assignment:
integrate management theories and principles into management practices
Instructions:
In Part One of this case study analysis, students are to use the facts from the case study to determine two different organization theories that are demonstrated. For Part Two, students will compare the 21
st
century manager to that of the main character in the case study and the implications of change in being a 21
st
century manager.
In selecting a school of thought and an organizational theory that best describes the current shipping manager, students will use the timeline to select a school of thought and a theory or theories of that time frame. Students will to use the course material to respond to most of the assignment requirements but will also need to research the theorist(s) and theories to complete the assignment. Students are expected to be thorough in responding.
In Part Two, students are going to take what they have learned and compare the management skills of the 21st century shipping manager to the skills of the current shipping manager.
Step 1:
Review “How to Analyze a Case Study” under Week 3 Content.
Step 2:
Create a Word or Rich Text Format (RTF) document that is double-spaced, 12-point font. The final product will be between 4-6 pages in length excluding the title page and reference page.
Step 3:
Review the grading rubric for the assignment.
Step 4:
In addition to providing an introduction, students will use headings following this format:
Title page with title, your name, the course, the instructor’s name;
Background;
Part One;
Part Two.
Step 5
: In writing a case study, the writing is in the third person. What this means is that there are no words such as “I, me, my, we, or us” (first person writing), nor is there use of “you or your” (second person writing). If uncertain how to write in the third person, view this link:
http://www.quickanddirtytips.com/education/grammar/first-second-and-third-person
. Also note that students are not to provide personal commentary.
Step 6:
In writing this assignment, students are expected to support the reasoning using in-text citations and a reference list. If any material is used from a source document, it must be cited and referenced. A reference within a reference list cannot exist without an associated in-text citation and vice versa. View the sample APA paper under Week 1 content.
Step 7:
In writing thi.
SS
C
ha
Simple RegressionSimple Regression
pter
Chapter ContentsChapter Contents
12
12.1 Visual Displays and Correlation Analysis12.1 Visual Displays and Correlation Analysisp y yp y y
12.2 Simple Regression12.2 Simple Regression
12 3 Regression Terminology12 3 Regression Terminology12.3 Regression Terminology12.3 Regression Terminology
12.4 Ordinary Least Squares Formulas12.4 Ordinary Least Squares Formulas
12 T f Si ifi12 T f Si ifi12.5 Tests for Significance12.5 Tests for Significance
12.6 Analysis of Variance: Overall Fit12.6 Analysis of Variance: Overall Fit
12.7 Confidence and Prediction Intervals for 12.7 Confidence and Prediction Intervals for YY
12-1
SS
C
ha
Simple RegressionSimple Regression
pter
Chapter ContentsChapter Contents
12
12 8 Residual Tests12 8 Residual Tests12.8 Residual Tests12.8 Residual Tests
12.9 Unusual Observations12.9 Unusual Observations
12 10 Oth R i P bl12 10 Oth R i P bl12.10 Other Regression Problems12.10 Other Regression Problems
12-2
C
ha
SS
pter 1
Simple RegressionSimple Regression
Chapter Learning Objectives (LO’s)Chapter Learning Objectives (LO’s)
12
Chapter Learning Objectives (LO s)Chapter Learning Objectives (LO s)
LO12LO12--1: 1: Calculate and test a correlation Calculate and test a correlation coefficient coefficient for for significancesignificance..
LO12LO12--2: 2: Interpret Interpret the slope and intercept of a regression equation.the slope and intercept of a regression equation.
LO12LO12--3: 3: Make Make a prediction for a given a prediction for a given x value using a x value using a regressionregression
equationequation..qq
LO12LO12--4: 4: Fit a simple regression on an Excel scatter plot.Fit a simple regression on an Excel scatter plot.
LO12LO12--5:5: Calculate and interpretCalculate and interpret confidenceconfidence intervals forintervals for regressionregressionLO12LO12 5: 5: Calculate and interpret Calculate and interpret confidence confidence intervals for intervals for regressionregression
coefficientscoefficients..
LO12LO12 6:6: Test hypotheses about the slope and intercept by usingTest hypotheses about the slope and intercept by using t testst tests
12-3
LO12LO12--6: 6: Test hypotheses about the slope and intercept by using Test hypotheses about the slope and intercept by using t tests.t tests.
C
ha
ff
pter
Analysis of VarianceAnalysis of Variance
Ch t L i Obj ti (LO’ )Ch t L i Obj ti (LO’ )
12
Chapter Learning Objectives (LO’s)Chapter Learning Objectives (LO’s)
LO12LO12--7:7: Perform regression with Excel or other software.Perform regression with Excel or other software.
LO12LO12--8:8: Interpret the standard errorInterpret the standard error RR22 ANOVA table and F testANOVA table and F testLO12LO12 8: 8: Interpret the standard error, Interpret the standard error, RR , ANOVA table, and F test., ANOVA table, and F test.
LO12LO12--9:9: Distinguish between confidence and prediction intervals.Distinguish between conf.
SRF Journal EntriesreferenceAccount TitlesDebitsCredits3-CType journal entries in the space provided. Link these to the T-accounts and link the T-account balancesto the financial statements provided on the tabs at the bottom of the page.4-C
&L&"Arial,Bold"&14City of Monroe- Street and Highway Fund Journal Entries
SRF T-accountsDUE FROMCASHINVESTMENTSSTATE GOV'Tbb6,500bb55,000bb200,0006,50055,000200,000BUDGETARY FUND BALANCEFUND BALANCEACCOUNTS PAYABLERESERVE FOR ENCUMBRANCESRESERVE FOR ENCUMBRANCES(beginning of year)6,300bb-bb255,200bb6,300-255,200REVENUESREVENUESEXPENDITURES - STREETINTERGOVERNMENTALINVESTMENT INTEREST& HIGHWAY MAINTENANCEENCUMBRANCES----BUDGETARY ACCOUNTSBUDGETARYESTIMATED REVENUESAPPROPRIATIONSFUND BALANCE---
&L&16City of Monroe&C&16
Street and Highway Fund - General Ledger
Closing EntriesBUDGETARYAccount TitleDebitsCreditsFUND BALANCE-Preclosingclosing entry-FUND BALANCE255,200Preclosingclosing entry255,200ending balanceComplete the following tableNon-spendableRestrictedCommittedAssignedUnassignedTotalFund Balance-Budgetary Fund Balance - Reserve for Encumbrances-Totals------
&L&14City of Monroe&C&14
STREET & HIGHWAY MAINTENANCE FUND - Closing Entries
Stmt of revenues & expendituresRevenuesIntergovernmental RevenuesInterest on InvestmentsTotal Revenues$ -ExpendituresCurrent:Street & Highway MaintenanceTotal Expenditures-Excess (Deficiency) of Revenues Over Expenditures-Fund Balance, January 1Fund Balance, December 31$ -
&L&"Times New Roman,Regular"&14City of Monroe
Statement of Revenues, Expenditures and Changes in Fund Balance
Street and Highway Maintenance Fund
For the year ended December 31, 2014
Balance SheetAssetsCashInvestmentsDue from State GovernmentTotal Assets$ -Liabilities and Fund EquityLiabilitiesAccounts PayableFund EquityFund Balance - Restricted forStreet and Highway MaintenanceTotal Liabilities and Fund Equity$ -
&L&"Times New Roman,Regular"&14City of Monroe
Street & Highway Maintenance Fund
Balance Sheet
As of December 31, 2014
Problem 1Problem 1Required: Identify the financial statement on which each of the following items appears by making an X in the appropriate column. The first one is done for you!(15 points total, 1 point each)IncomeBalanceStatement ofItemStatementSheetCash FlowsAccounts PayableXAccounts ReceivableAdvertising ExpenseCommon StockDividendsEquipmentFinancing ActivitiesInvesting ActivitiesLandOperating ActivitiesRent ExpenseRetained EarningsRevenueSalaries PayableUtility Expense
Problem 2Problem 2Required: Show the effects on the financial statements using a horizontal statement model as outlined below. The first one is done for you!(35 points total, 5 points each)1Sold $30,000 in merchandise for cash2Paid $5,000 for rent with cash3Paid $10,000 in salaries to employees with cash4Sold $25,000 in merchandise and customer paid on credit5Collected $10,000 cash for transaction #46Purchased a building for $100,000 and took out a loan for the money7Paid $1,200 for insuranceBala.
src/CommissionCalculation.javasrc/CommissionCalculation.javaimport java.util.Scanner;
import java.text.NumberFormat;
publicclassCommissionCalculation
{
publicstaticvoid main(String args[])
{
finaldouble salesTarget=600000;
//create an object of Scanner class to get the keyboard input
Scanner keyInput =newScanner(System.in);
//for currency format
NumberFormat numberFormat =NumberFormat.getCurrencyInstance();
//creating an object of SalesPerson class
SalesPerson salesPerson =newSalesPerson();
//prompt the user to enter the annual sales
System.out.print("Enter the annual sales : ");
double sale = keyInput.nextDouble();
//Calculate normal commission until sales target is reached
if(sale<=salesTarget)
{
//set the value of annual sale of sales person object
salesPerson.setAnnualSales(sale);
//displaying the report
System.out.println("The total annual compensation : "+numberFormat.format(salesPerson.getAnnualCompensation()));
}
//show compensation table with Accelerated factor when sales target exceeds
else
{
//method to show a compensation table if sales exceed 600000
salesPerson.getCompensationTable(sale);
}
}
}
src/SalesPerson.javasrc/SalesPerson.java
publicclassSalesPerson{
privatefinaldouble fixedSalary =120000.00;
privatefinaldouble commissionRate =1.2;
privatefinaldouble salesTarget=600000;
privatefinaldouble accelerationfactor=1.20;
privatedouble annualSales;
//default constructor
publicSalesPerson(){
annualSales =0.0;
}
//parameterized constructor
publicSalesPerson(double aSale){
annualSales = aSale;
}
//getter method for the annual sales
publicdouble getAnnualSales(){
return annualSales;
}
//method to set the value of annual sale
publicvoid setAnnualSales(double aSale){
annualSales = aSale;
}
//method to calculate and get commission
publicdouble getCommission()
{
if(annualSales<(0.80*salesTarget))
{
return0;
}
else
{
return annualSales *(commissionRate/100.0);
}
}
//method to calculate and calculate Compensation with Accelerated commission and display table
void getCompensationTable(double annualSales)
{
int count=0;
System.out.println("Annual Sales\t Total Compensation");
for(annualSales=salesTarget;annualSales<=((salesTarget)+(0.5*salesTarget));annualSales+=5000)
{
count=count+1;
double comm= annualSales *(commissionRate*Math.pow(1.2,count)/100.0);
System.out.println(annualSales+"\t"+(fixedSalary+comm));
}
}
//method to calculate and get annual compensation
publicdouble getAnnualCompensation(){
return fixedSalary + getCommission();
}
}
The development of any marketing mix depends on positioning, a process that influences potential customers' overall perception of a brand, product line, or organization in general. Position is the place a product, brand, or group of products occupies in consumers' minds relative to competing offering. Review positioning in your text. There are many examples to illustrate this concept. Then:
1. Describe the position .
SQLServerFiles/Cars.mdf
__MACOSX/SQLServerFiles/._Cars.mdf
SQLServerFiles/Contacts.mdf
__MACOSX/SQLServerFiles/._Contacts.mdf
SQLServerFiles/Cottages.mdf
__MACOSX/SQLServerFiles/._Cottages.mdf
SQLServerFiles/KataliClub.mdf
__MACOSX/SQLServerFiles/._KataliClub.mdf
SQLServerFiles/Northwind.mdf
__MACOSX/SQLServerFiles/._Northwind.mdf
SQLServerFiles/Northwind.sdf
__MACOSX/SQLServerFiles/._Northwind.sdf
SQLServerFiles/Pubs.mdf
__MACOSX/SQLServerFiles/._Pubs.mdf
SQLServerFiles/ReadMe.doc
SQL Server Files
Make sure to copy the SQL Server files to a read/write medium before attempting to use them in a program. The act of selecting a file for a connection creates an .ldf file, which fails on a read-only CD.
__MACOSX/SQLServerFiles/._ReadMe.doc
SQLServerFiles/RnrBooks.mdf
__MACOSX/SQLServerFiles/._RnrBooks.mdf
__MACOSX/._SQLServerFiles
“Subsea pipelines connectors”
Subsea pipeline are very popular around the world. Almost every water body has a pipeline, whether it is to transport distilled or spring water, or for gas, or for crude oil. Pipeline with great lengths are broken into segments, and has a connector between each segment; such a methodology are used to control damage and makes it easier for manufacturing and maintenance. However, theses devices are not perfect, and have different aspects that need to be considered when choosing one. Aspects are such as: pressure drop, installment, repair, and material used.
Different types of subsea pipeline connectors are being developed and used everyday in different parts of the world. Manufacturers are racing to be ahead of the technological advancement and rule the market. Starting with a fundamental article about the advancement and the market availability of subsea pipeline connectors back in 1976 to the current technology, this paper will review the literature materials of the present solutions of subsea pipeline connectors. Connectors technology in 1976
This fundamental article written by H. Mohr discusses the available subsea pipe connectors back in 1976[1]. The article offers solution that is applicable for a specific period of time, but when the technology of its time period is expired and new solutions are offered the article would hardly be discussed anymore, which actually made it impossible to find online or in nearby library. However, in general, the solutions offered and the way there were discussed are actually very relatable to this paper.
The paper lays on the three major methods of connections, then goes on to examine the current commercial product at that time. Three methods mentioned are the basic welding, elastomeric connectors, and advanced engineered horizontal systems. H. Mohr then moves to the market demand of the three methods, and two methods only were discussed, welding and mechanical connectors.
“Much emphasis had been placed on welded subsea connections in recent years, but properly designed and installed mechanical connections will always have an ap.
Square, Inc. is a financial services, merchant services aggregat.docxrafbolet0
Square, Inc. is a financial services, merchant services aggregator and mobile payment company based in San Francisco, California. The company markets several software and hardware payments products, including Square Register and Square Reader, and has expanded into small business services such as Square Capital, a financing program, and Square Payroll. The company was founded in 2009 by Jack Dorsey and Jim McKelvey and launched its first app and service in 2010.
• Square Register allows individuals and merchants in the United States, Canada, and Japan to accept offline debit and credit cards on their iOS or Android smartphone or tablet computer. The application software("app") supports manually entering the card details or swiping the card through the Square Reader, a small plastic device that plugs into the audio jack of a supported smartphone or tablet and reads the magnetic stripe. On the iPad version of the Square Register app, the interface resembles a traditional cash register.
Download and read the documents in Edgar.
– http://www.sec.gov/edgar.shtml
– And find the all files that are filed (especially S1)
• Find the information relevant to future sales.
• Construct the Pro‐forma income statement.
• Estimate future free cash flows for the next five years (account for investments, change in working capital, depreciation and taxes)
• Make a reasonable assumption about the growth rate of cash flows until infinity.
2013-10-22 22.19.51.jpg
2013-10-22 22.20.19.jpg
2013-10-22 22.21.54.jpg
Information and society
Since the advent of easy access to the internet and the World Wide Web, society has a different attitude towards information and access to information. The technology changes – from slow desk-tops with dial-up access to smartphones – have also changed our interaction with information.
This is also an area in which generational differences show up. Those of us born before the mid1980s or 1990s have followed all of these changes and have had to adapt to it. For those born in the 1990s (the millennials or digital natives), these methods of getting information have always existed. The millenials have seen some of the technology changes but don’t remember the “old” way. Keep this in mind as you read these notes.
An information society
At the beginning of the semester we talked about the many different ways we get information and the definitions of information. Now we’re going to look more at how information and information technologies have changed society.
Lester and Koehler talk about defining an information society in economic sense. While this is important, I don’t think we need to look at the percentage of our GNP to see that we do live in an information society. Think of all the companies that are based on information – computer technologies, web based businesses, cell phone and technologies, GPS, etc. There are also jobs that rely on information – customer service, stock markets, etc.
Our relationship with information .
SPSS Input
Stephanie Crookston, Dominique Garrett-Smith, Latesha Simpson, Jannie Tollvier,
PSYCH/625
November 25, 2013
Mary Farmer
SPSS Input
After looking at the data and putting it through the ANOVA test; the conclusions are as follows:
There is a huge difference between the groups regarding degrees of freedom. And the use of ANOVA is essential because it is samples taken at different points and times of the same people. Probability is at zero percent because that means its directly at the mean and the f score is used to see if the null hypothesis can be rejected or fail to be rejected of its less than the critical value.
ANOVA
Score
Sum of Squares
df
Mean Square
F
Sig.
Between Groups
609265.938
1
609265.938
2495.987
.000
Within Groups
53213.402
218
244.098
Total
662479.340
219
In a 1000-1250 word essay, explain the meaning of one visual symbol in American Beauty and the relation of that symbol to the message of the film as a whole. Since context forms meaning, you should analyze several instances in which the symbol appears in the film, explaining the meaning of the symbol in each appearance and showing how each instance contributes to the meaning of the symbol in the film as a whole. Since film is a visual medium, I have intentionally asked you to analyze a visual element for this assignment. Therefore, while you certainly should utilize dialogue or other elements of the film’s narrative, please do not neglect to interpret the specifically filmic aspects of this text, such as (but not limited to) camera work (framing, shot length, etc.), editing (“cutting” or “splicing”), sound effects, wardrobe, and lighting.
Here are some visual symbols from which you may choose, but please don’t feel limited to these:
· Plastic bags
· Roses
· Cameras
· Windows or Mirrors
· Guns
· Extreme darkness or bright light
· Specific colors or color combinations
Please note that the task here is twofold: you should present an interpretation of the particular symbol you choose and show how that symbol helps construct the overall message of the film as you see it. A successful thesis statement will present a clear articulation of the meaning of your chosen symbol, a succinct statement as to the overall message of the film, and an explanation of the relationship between these two. As with the other essays for this class, please avoid rendering value judgments. You should not present an evaluation of whether or not you like the film (or whether it’s “good” or “bad”).
Since a successful analysis will require more viewing of the film than what we have time for in class, you may find it advantageous to rent/purchase/download a copy for yourself. For those who would rather not attain their own copy, I have also put a copy of the film on reserve in the library.
Due Dates:
Four copies of your rough draft due: Tuesday 3 December
Workshop: Thursday 5 December
Final draft due: Thursday 12/12 (the day of th.
Spring
2015
–
MAT
137
–Luedeker
Name:
________________________________
Quiz
#1
–
Introduction
to
Sigma
Notation
Directions:
Please
print
out
this
assignment
or
rewrite
the
problems
on
another
sheet
of
paper.
Write
the
final
answer
as
an
integer
or
an
improper
fraction.
You
must
show
all
work
to
receive
credit.
This
assignment
is
due
Wednesday
January
14
at
the
start
of
class.
The
notation
𝑓(𝑛)
!
!!!
is
called
Sigma
Notation.
The
symbol
Σ
means
sum
a
sequence
of
numbers.
The
first
number
in
the
sequence
is
𝑓 𝑎 ,
the
second
number
in
the
sequence
is
𝑓 𝑎 + 1 ,
the
third
number
in
the
sequence
is 𝑓 𝑎 + 2
etc.
,
and
the
last
number
in
the
sequence
is
𝑓(𝑚).
Here
are
two
examples:
𝑛 = 2 + 3 + 4 + 5 + 6 + 7 = 27
!
!!!
𝑛! + 1 =
!
!!!
3! + 1 + 4! + 1 + 5! + 1 + 6! + 1 = 10 + 17 + 26 + 37 = 90
Problems:
Simplify.
Write
your
answer
as
an
integer
or
improper
fraction.
Show
all
work.
1. 𝑛
!"
!!!
2.
1
2!
!
!!!
3.
1
𝑛
!
!!!
4. (−1)!
!
!!!
1
𝑛
5.
1
𝑛!
!
!!!
Spring
2015
–
MAT
137
–Luedeker
Name:
________________________________
Quiz
#2
–
Numerical
Integration
Directions:
Please
print
out
this
assignment
or
rewrite
the
problems
on
another
sheet
of
paper.
Write
the
final
answer
as
a
decimal
rounded
to
three
decimal
places.
You
must
show
all
work
to
receive
credit.
This
assignment
is
due
Friday
January
16
at
the
start
of
class.
Consider
the
definite
integral
𝑒!
!
𝑑𝑥!! .
Use
n
=
4
and
the
following
methods
to
estimate
the
value
of
the
definite
integral.
1. Left
Rule
2. Right
Rule
3. Midpoint
Rule
4. Trapezoid
Rule
5. Simpson’s
Rule
Spring
2015
–
MAT
137
–Luedeker
Name:
________________________________
Quiz
#3
Directions:
Please
print
out
this
assignment
or
rewrite
the
problems
on
another
sheet
of
paper.
You
must
show
all
work
to
receive
credit.
This
assignment
Springdale Shopping SurveyThe major shopping areas in the com.docxrafbolet0
Springdale Shopping Survey*
The major shopping areas in the community of Springdale include Springdale Mall, West Mall, and the downtown area on Main Street. A telephone survey has been conducted to identify strengths and weaknesses of these areas and to find out how they fit into the shopping activities of local residents. The 150 respondents were also asked to provide information about themselves and their shopping habits. The data are provided in the file SHOPPING. The variables in the survey were as follows:
A. How Often Respondent Shops at Each Area (Variables 1–3)
1. Springdale Mall
2. Downtown
3. West Mall
6 or more times/wk.
(1)
(1)
(1)
4–5 times/wk.
(2)
(2)
(2)
2–3 times/wk.
(3)
(3)
(3)
1 time/wk.
(4)
(4)
(4)
2–4 times/mo.
(5)
(5)
(5)
0–1 times/mo.
(6)
(6)
(6)
B. How Much the Respondent Spends during a Trip to Each Area (Variables 4–6)
4. Springdale Mall
5. Downtown
6. West Mall
$200 or more
(1)
(1)
(1)
$150–under $200
(2)
(2)
(2)
$100–under $150
(3)
(3)
(3)
$ 50–under $100
(4)
(4)
(4)
$ 25–under $50
(5)
(5)
(5)
$ 15–under $25
(6)
(6)
(6)
less than $15
(7)
(7)
(7)
C. General Attitude toward Each Shopping Area (Variables 7–9)
7. Springdale Mall
8. Downtown
9. West Mall
Like very much
(5)
(5)
(5)
Like
(4)
(4)
(4)
Neutral
(3)
(3)
(3)
Dislike
(2)
(2)
(2)
Dislike very much
(1)
(1)
(1)
D. Which Shopping Area Best Fits Each Description (Variables 10–17)
Springdale
Mall
Downtown
West
Mall
No
Opinion
10. Easy to return/exchange goods
(1)
(2)
(3)
(4)
11. High quality of goods
(1)
(2)
(3)
(4)
12. Low prices
(1)
(2)
(3)
(4)
13. Good variety of sizes/styles
(1)
(2)
(3)
(4)
14. Sales staff helpful/friendly
(1)
(2)
(3)
(4)
15. Convenient shopping hours
(1)
(2)
(3)
(4)
16. Clean stores and surroundings
(1)
(2)
(3)
(4)
17. A lot of bargain sales
(1)
(2)
(3)
(4)
E. Importance of Each Item in Respondent’s Choice of a Shopping Area (Variables 18–25)
Not Very
Important Important
F. Information about the Respondent (Variables 26–30)
(
18.
Easy
to
return/exchange
goods
(1)
(2)
(3)
(4)
(5)
(6)
(7)
19.
High
quality
of
goods
(1)
(2)
(3)
(4)
(5)
(6)
(7)
20.
Low
prices
(1)
(2)
(3)
(4)
(5)
(6)
(7)
21.
Good
variety
of
sizes/styles
(1)
(2)
(3)
(4)
(5)
(6)
(7)
22.
Sales
staff
helpful/friendly
(1)
(2)
(3)
(4)
(5)
(6)
(7)
23.
Convenient
shopping
hours
(1)
(2)
(3)
(4)
(5)
(6)
(7)
24.
Clean
stores
and
surroundings
(1)
(2)
(3)
(4)
(5)
(6)
(7)
25.
A
lot
of
bargain
sales
(1)
(2)
(3)
(4)
(5)
(6)
(7)
t
)26. Gender: (1) = Male (2) = Female
27. Number of years of school completed:
(1) = less than 8 years (3) = 12–under 16 years
(2) = 8–under 12 years (4) = 16 years or more
28. Marital status: (1) = Married (2) = Single or other
29. Number of people in household: pe.
Springfield assignment InstructionFrom the given information, yo.docxrafbolet0
Springfield assignment Instruction
From the given information, you are required to make a functional network. In Springfield we have a router and four switches connected as daisy chain topology. Then we have output of show commands. It is obvious that it is a non-functional network and you have to implement a solution to make functional.
Task in Springfield assignment
· From the show output commands, you can identify the problems and then provide solution.
· Configure all the tasks as in Springfield assignment as per instructions
· Create Server VLAN, Instructional VLAN, and Administrative VLAN
· Configure Access method of VLANs
· Configure Switch 1 as root bridge
· Configure trunking on all switches
· Configure default gateway
· Create and configure interface VLAN1
First of all, allow me to thank you for your email of offer dated September 2, 2015. I am writing to inform you of my acceptance to your kind offer and in my class CMIT 350/6380. This class has one technical writing assignment broken into three parts: Draft1, Draft2, and Draft3. I do not have any sample assignment, however I am reviewing student’s draft version and providing feedback. To help you in this regard I am submitting you below outline pf paper.
In the beginning please give brief descriptions of the project, such as why are you doing, what are the problems, and possible solutions.
Background information:
Springfield site network is assigned to me to investigate the problems and find the solutions to fix the problem. From the site topology and sh output commands I determined that spanning-tree protocol is misconfigured and it is blocking few ports. And these are the reasons that network is a non-functional.
Implementing
Solution
:
The following are required information for configuring the network
IP address range 10.30.x.x/16
Device to be configured
Configuring commands
Device Names
Configuration Required
Configuring command
Switch#1
All devices
Host name
Hostname Switch_Springfield1
Switch#2
Host name
Hostname Switch_Springfield2
Switch1
All devices
Create console password
Create vty password
Only on Switch1
Create VLANs
Access vlan
Interface fa0/0
Switchport mode adccess
Switchport access vlan 11
Switch1
All Switches
Create trunk connections between switches
Int gi0/0
Switchport mode trunk
Switchport trunk encapsulation dot1q
Switchport trunk allowed native vlan 1
Router
Configure ip address
Int fa0/0
Ip address 10.30.1.1 255.255.255.0
Switch1
Configure default gateway
Ip default-gateway 10.30.1.1 255.255.255.0
Switches
Configure spanning-tree protocol
Spanning-tree RPVST
Switch1
Make Swich 1 as root bridge of network
Configurations
Rough Draft
This paper will focus on the four main theoretical perspectives within sociology which include conflict, functionalism, utilitarianism and symbolic interactionism with the attempt to explain why groups of people choose to perform certain actions and how societies function or change in a certain way.
Socio.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
2024.06.01 Introducing a competency framework for languag learning materials ...
In Module One you developed the ZOPA (zone of possible agreement
1. In Module One you developed the ZOPA (zone of possible
agreement) and BATNA (best alternative for a negotiated
agreement) for Sharon Slade, Netflix's chief human resources
officer, for use in the upcoming negotiations.
In this assignment, put yourself in the shoes of Alice Jones, the
executive facing possible severance in our case study.
Develop a ZOPA and BATNA position for Alice, based on your
review of her biography and the background information in the
case study (located in the Final Project Guidelines and Rubric
document in the Assignment Guidelines and Rubrics section of
the course). As you develop your response, consider the
following:
If Alice were fired, what would be unacceptable options for her
in a severance agreement?
What options could Alice offer that could move severance
negotiations toward her goal of keeping her position at Netflix?
Then, determine Alice Jones' best alternative to a negotiated
agreement (BATNA), i.e., her "Plan B." It is important to do
this before entering into negotiations to ensure that she does not
agree to unfavorable conditions. Questions that can help
formulate Alice Jones' BATNA include:
What do you believe are the interests of the other party, i.e.,
2. Sharon Slade and Netflix?
What actions and alternatives are you prepared to consider if
you (Alice Jones) cannot reach a negotiated agreement within
your Zone of Possible Agreement?
What creative alternatives can be considered based on the
interests of the other party (Sharon Slade & Netflix)?
What trade-offs on the standard ZOPA exist that could result in
a creative, successful agreement?
Culture
This is an archive of
prior version New version is at: jobs.netflix.com/culture 1
Netflix Culture: Freedom & Responsibility
2
We Seek Excellence Our culture
focuses on helping us achieve excellence 3
Seven Aspects of our Culture
• Values are what we Value • High Performance • Freedom &
Responsibility • Context, not Control • Highly Aligned, Loosely
Coupled • Pay Top of Market • Promotions & Development 4
3. Many companies have nice sounding
value statements displayed in the lobby, such as: 5 Integrity
Communication Respect Excellence
Enron, whose leaders went to
jail, and which went bankrupt from fraud, had these values
displayed in their lobby: Integrity Communication Respect
Excellence 6 (These values were not, however, what was really
valued at Enron)
The actual company values, as
opposed to the nice-sounding values, are shown by who gets
rewarded, promoted, or let go 7
Actual company values are the
behaviors and skills that are valued in fellow employees 8
At Netflix, we particularly value
the following nine behaviors and skills in our colleagues…
…meaning we hire and promote people who demonstrate these
nine 9
You make wise decisions (people,
technical, business, and creative) despite ambiguity You
identify root causes, and get beyond treating symptoms You
think strategically, and can articulate what you are, and are not,
trying to do You smartly separate what must be done well now,
and what can be improved later 10 Judgment
4. 11 Communication You listen well,
instead of reacting fast, so you can better understand You are
concise and articulate in speech and writing You treat people
with respect independent of their status or disagreement with
you You maintain calm poise in stressful situations
12 Impact You accomplish amazing
amounts of important work You demonstrate consistently strong
performance so colleagues can rely upon you You focus on
great results rather than on process You exhibit bias-to-action,
and avoid analysis-paralysis
13 Curiosity You learn rapidly
and eagerly You seek to understand our strategy, market,
customers, and suppliers You are broadly knowledgeable about
business, technology and entertainment You contribute
effectively outside of your specialty
14 Innovation You re-conceptualize issues
to discover practical solutions to hard problems You challenge
prevailing assumptions when warranted, and suggest better
approaches You create new ideas that prove useful You keep us
nimble by minimizing complexity and finding time to simplify
15 Courage You say what
you think even if it is controversial You make tough decisions
without agonizing You take smart risks You question actions
inconsistent with our values
16 Passion You inspire others
5. with your thirst for excellence You care intensely about
Netflix‘s success You celebrate wins You are tenacious
17 Honesty You are known
for candor and directness You are non-political when you
disagree with others You only say things about fellow
employees you will say to their face You are quick to admit
mistakes
18 Selflessness You seek what
is best for Netflix, rather than best for yourself or your group
You are ego-less when searching for the best ideas You make
time to help colleagues You share information openly and
proactively
Seven Aspects of our Culture
• Values are what we Value • High Performance • Freedom &
Responsibility • Context, not Control • Highly Aligned, Loosely
Coupled • Pay Top of Market • Promotions & Development 19
Imagine if every person at
Netflix is someone you respect and learn from… 20
Great Workplace is Stunning Colleagues
Great workplace is not espresso, lush benefits, sushi lunches,
grand parties, or nice offices We do some of these things, but
only if they are efficient at attracting and retaining stunning
colleagues 21
Like every company, we try
6. to hire well 22
Unlike many companies, we practice:
adequate performance gets a generous severance package 23
We’re a team, not a
family We’re like a pro sports team, not a kid’s recreational
team Netflix leaders hire, develop and cut smartly, so we have
stars in every position 24
The Keeper Test Managers Use:
Which of my people, if they told me they were leaving, for a
similar job at a peer company, would I fight hard to keep at
Netflix? 25
The Keeper Test Managers Use:
Which of my people, if they told me they were leaving, for a
similar job at a peer company, would I fight hard to keep at
Netflix? 26 The other people should get a generous severance
now, so we can open a slot to try to find a star for that role
Honesty Always As a leader,
no one in your group should be materially surprised of your
views 27
Honesty Always Candor is not
just a leader’s responsibility, and you should periodically ask
your manager: “If I told you I were leaving, how hard would
you work to change my mind?” 28
7. All of Us are Responsible
for Ensuring We Live our Values “You question actions
inconsistent with our values” is part of the Courage value Akin
to the honor code pledge: “I will not lie, nor cheat, nor steal,
nor tolerate those who do” 29
Pro Sports Team Metaphor is
Good, but Imperfect Athletic teams have a fixed number of
positions, so team members are always competing with each
other for one of the precious slots 30
Corporate Team The more talent
we have, the more we can accomplish, so our people assist each
other all the time Internal “cutthroat” or “sink or swim”
behavior is rare and not tolerated 31
We Help Each Other To
Be Great 32
Isn’t Loyalty Good? What about
Hard Workers? What about Brilliant Jerks? 33
Loyalty is Good • Loyalty
is good as a stabilizer • People who have been stars for us, and
hit a bad patch, get a near term pass because we think they are
likely to become stars for us again • We want the same: if
Netflix hits a temporary bad patch, we want people to stick with
us • But unlimited loyalty to a shrinking firm, or to an
ineffective employee, is not what we are about 34
8. Hard Work – Not Relevant
• We don’t measure people by how many hours they work or
how much they are in the office • We do care about
accomplishing great work • Sustained B-level performance,
despite “A for effort”, generates a generous severance package,
with respect • Sustained A-level performance, despite minimal
effort, is rewarded with more responsibility and great pay 35
Brilliant Jerks • Some companies
tolerate them • For us, cost to effective teamwork is too high •
Diverse styles are fine – as long as person embodies the 9
values 36
Why are we so insistent
on high performance? In procedural work, the best are 2x better
than the average. In creative/inventive work, the best are 10x
better than the average, so huge premium on creating effective
teams of the best 37
Why are we so insistent
on high performance? Great Workplace is Stunning Colleagues
38
Our High Performance Culture Not
Right for Everyone • Many people love our culture, and stay a
long time – They thrive on excellence and candor and change –
They would be disappointed if given a severance package, but
lots of mutual warmth and respect • Some people, however,
value job security and stability over performance, and don’t like
our culture – They feel fearful at Netflix – They are sometimes
bitter if let go, and feel that we are political pl ace to work •
9. We’re getting better at attracting only the former, and helping
the latter realize we are not right for them 39
Seven Aspects of our Culture
• Values are what we Value • High Performance • Freedom &
Responsibility • Context, not Control • Highly Aligned, Loosely
Coupled • Pay Top of Market • Promotions & Development 40
The Rare Responsible Person •
Self motivating • Self aware • Self disciplined • Self improving
• Acts like a leader • Doesn’t wait to be told what to do • Picks
up the trash lying on the floor 41
Responsible People Thrive on Freedom,
and are Worthy of Freedom 42
Our model is to increase
employee freedom as we grow, rather than limit it, to continue
to attract and nourish innovative people, so we have better
chance of sustained success 43
Most Companies Curtail Freedom as
they get Bigger Bigger Employee Freedom 44
Why Do Most Companies Curtail
Freedom and Become Bureaucratic as they Grow? 45
Desire for Bigger Positive Impact
Creates Growth Growth 46
10. Growth Increases Complexity Complexity 47
Growth Also Often Shrinks Talent
Density % High Performance Employees Complexity 48
Chaos Emerges % High Performance
Employees Chaos and errors spike here – business has become
too complex to run informally with this talent level Complexity
49
Process Emerges to Stop the
Chaos Procedures No one loves process, but feels good
compared to the pain of chaos “Time to grow up” becomes the
professional management’s mantra 50
Process-focus Drives More Talent Out
% High Performance Employees 51
Process Brings Seductively Strong Near-Term
Outcome • A highly-successful process-driven company – With
leading share in its market – Minimal thinking required – Few
mistakes made – very efficient – Few curious innovator-
mavericks remain – Very optimized processes for its existing
market – Efficiency has trumped flexibility 52
Then the Market Shifts… •
Market shifts due to new technology or competitors or business
models • Company is unable to adapt quickly – because the
employees are extremely good at following the existing
11. processes, and process adherence is the value system • Company
generally grinds painfully into irrelevance 53
Seems Like Three Bad Options
1. Stay creative by staying small, but therefore have less impact
2. Avoid rules as you grow, and suffer chaos 3. Use process as
you grow to drive efficient execution of current model, but
cripple creativity, flexibility, and ability to thrive when your
market eventually changes 54
A Fourth Option • Avoid
Chaos as you grow with Ever More High Performance People –
not with Rules – Then you can continue to mostly run
informally with self-discipline, and avoid chaos – The run
informally part is what enables and attracts creativity 55
The Key: Increase Talent Density
faster than Complexity Grows 56
Increase Talent Density • Top
of market compensation • Attract high-value people through
freedom to make big impact • Be demanding about high
performance culture 57
Minimize Complexity Growth • Few
big products vs many small ones • Eliminate distracting
complexity (barnacles) • Be wary of efficiency optimizations
that increase complexity and rigidity 58 Note: sometimes long-
term simplicity is achieved only through bursts of complexity to
rework current systems
12. With the Right People, Instead
of a Culture of Process Adherence, We have a Culture of
Creativity and Self-Discipline, Freedom and Responsibility 59
Is Freedom Absolute? Are all
rules & processes bad? 60
Freedom is not absolute Like
“free speech” there are some limited exceptions to “freedom at
work” 61
Two Types of Necessary Rules
1. Prevent irrevocable disaster – Financials produced are wrong
– Hackers steal our customers’ credit card info 2. Moral,
ethical, legal issues – Dishonesty, harassment are intolerable 62
Mostly, though, Rapid Recovery is
the Right Model • Just fix problems quickly – High performers
make very few errors • We’re in a creative-inventive market,
not a safety-critical market like medicine or nuclear power •
You may have heard preventing error is cheaper than fixing it –
Yes, in manufacturing or medicine, but… – Not so in creative
environments 63
“Good” versus “Bad” Process •
“Good” process helps talented people get more done – Letting
others know when you are updating code – Spend within budget
each quarter so don’t have to coordinate every spending
decision across departments – Regularly scheduled strategy and
context meetings • “Bad” process tries to prevent recoverable
13. mistakes – Get pre-approvals for $5k spending – 3 people to
sign off on banner ad creative – Permission needed to hang a
poster on a wall – Multi-level approval process for projects –
Get 10 people to interview each candidate 64
Rule Creep • “Bad” processes
tend to creep in – Preventing errors just sounds so good • We
try to get rid of rules when we can, to reinforce the point 65
Example: Netflix Vacation Policy and
Tracking Until 2004 we had the standard model of N days per
year 66
Meanwhile… We’re all working online
some nights and weekends, responding to emails at odd hours,
spending some afternoons on personal time, and taking good
vacations 67
An employee pointed out… We
don’t track hours worked per day or per week, so why are we
tracking days of vacation per year? 68
We realized… We should focus
on what people get done, not on how many days worked Just as
we don’t have an 9am-5pm workday policy, we don’t need a
vacation policy 69
Netflix Vacation Policy and Tracking
“there is no policy or tracking” 70
14. Netflix Vacation Policy and Tracking
“there is no policy or tracking” There is also no clothing policy
at Netflix, but no one comes to work naked Lesson: you don’t
need policies for everything 71
No Vacation Policy Doesn’t Mean
No Vacation Netflix leaders set good examples by taking big
vacations – and coming back inspired to find big ideas 72
Another Example of Freedom and
Responsibility… 73
Most companies have complex policies
around what you can expense, how you travel, what gifts you
can accept, etc. Plus they have whole departments to verify
compliance with these policies 74
Netflix Policies for Expensing, Entertainment,
Gifts & Travel: “Act in Netflix’s Best Interest” (5 words long)
75
“Act in Netflix’s Best Interest”
Generally Means… 1. Expense only what you would otherwise
not spend, and is worthwhile for work 2. Travel as you would if
it were your own money 3. Disclose non-trivial vendor gifts 4.
Take from Netflix only when it is inefficient to not take, and
inconsequential – “taking” means, for example, printing
personal documents at work or making personal calls on work
phone: inconsequential and inefficient to avoid 76
15. Freedom and Responsibility • Many
people say one can’t do it at scale • But since going public in
2002, which is traditionally the end of freedom, we’ve
substantially increased talent density and employee freedom 77
Summary of Freedom & Responsibility:
As We Grow, Minimize Rules Inhibit Chaos with Ever More
High Performance People Flexibility is More Important than
Efficiency in the Long Term 78
Seven Aspects of our Culture
• Values are what we Value • High Performance • Freedom &
Responsibility • Context, not Control • Highly Aligned, Loosely
Coupled • Pay Top of Market • Promotions & Development 79
If you want to build
a ship, don't drum up the people to gather wood, divide the
work, and give orders. Instead, teach them to yearn for the vast
and endless sea. -Antoine De Saint-Exupery, Author of The
Little Prince 80
The best managers figure out
how to get great outcomes by setting the appropriate context,
rather than by trying to control their people 81
Context, not Control Context (embrace)
• Strategy • Metrics • Assumptions • Objectives • Clearly-
defined roles • Knowledge of the stakes • Transparency around
decision-making Control (avoid) • Top-down decision-making •
Management approval • Committees • Planning and process
16. valued more than results Provide the insight and understanding
to enable sound decisions 82
Good Context • Link to
company/functional goals • Relative priority (how
important/how time sensitive) – Critical (needs to happen now),
or… – Nice to have (when you can get to it) • Level of precision
& refinement – No errors (credit cards handling, etc…), or… –
Pretty good / can correct errors (website), or… – Rough
(experimental) • Key stakeholders • Key metrics / definition of
success 83
Managers: When one of your
talented people does something dumb, don’t blame them
Instead, ask yourself what context you failed to set 84
Managers: When you are tempted
to “control” your people, ask yourself what context you could
set instead Are you articulate and inspiring enough about goals
and strategies? 85
Why Managing Through Context? High
performance people will do better work if they understand the
context 86
Investing in Context This is
why we do new employee college, frequent department
meetings, and why we are so open internally about strategies
and results 87
Exceptions to “Context, not Control”
17. • Control can be important in emergency – No time to take long-
term capacity-building view • Control can be important when
someone is still learning their area – Takes time to pick up the
necessary context • Control can be important when you have the
wrong person in a role – Temporarily, no doubt 88
Seven Aspects of our Culture
• Values are what we Value • High Performance • Freedom &
Responsibility • Context, not Control • Highly Aligned, Loosely
Coupled • Pay Top of Market • Promotions & Development 89
Three Models of Corporate Teamwork
1. Tightly Coupled Monolith 2. Independent Silos 3. Highly
Aligned, Loosely Coupled 90
Tightly Coupled Monolith • Senior
management reviews nearly all tactics – e.g., CEO reviews all
job offers or advertising • Lots of x-departmental buy-in
meetings • Keeping other internal groups happy has equal
precedence with pleasing customers • Mavericks get exhausted
trying to innovate • Highly coordinated through centralization,
but very slow, and slowness increases with size 91
Independent Silos • Each group
executes on their objectives with little coordination – Everyone
does their own thing • Work that requires coordination suffers •
Alienation and suspicion between departments • Only works
well when areas are independent – e.g., aircraft engines and
blenders for GE 92
#3 is the Netflix Choice
18. 1. Tightly Coupled Monolith 2. Independent Silos 3. Highly
Aligned, Loosely Coupled 93
Highly Aligned, Loosely Coupled •
Highly Aligned – Strategy and goals are clear, specific, broadly
understood – Team interactions focused on strategy and goals,
rather than tactics – Requires large investment in management
time to be transparent and articulate and perceptive • Loosely
Coupled – Minimal cross-functional meetings except to get
aligned on goals and strategy – Trust between groups on tactics
without previewing/approving each one – so groups can move
fast – Leaders reaching out proactively for ad-hoc coordination
and perspective as appropriate – Occasional post-mortems on
tactics necessary to increase alignment 94
Highly Aligned, Loosely Coupled teamwork
effectiveness depends on high performance people and good
context Goal is to be Big and Fast and Flexible 95
Seven Aspects of our Culture
• Values are what we Value • High Performance • Freedom &
Responsibility • Context, not Control • Highly Aligned, Loosely
Coupled • Pay Top of Market • Promotions & Development 96
Pay Top of Market is
Core to High Performance Culture One outstanding employee
gets more done and costs less than two adequate employees We
endeavor to have only outstanding employees 97
Three Tests for Top of
19. Market for a Person 1. What could person get elsewhere? 2.
What would we pay for replacement? 3. What would we pay to
keep that person? – If they had a bigger offer elsewhere
98Confidential
Takes Great Judgment • Goal
is to keep each employee at top of market for that person – Pay
them more than anyone else likely would – Pay them as much as
a replacement would cost – Pay them as much as we would pay
to keep them if they had higher offer from elsewhere 99
Titles Not Very Helpful •
Lots of people have the title “Major League Pitcher” but they
are not all equally effective • Similarly, all people with the title
“Senior Marketing Manager” or “Director of Engineering” are
not equally effective • So the art of compensation is answering
the Three Tests for each employee 100
Annual Comp Review • At
many firms, when employees are hired, market compensation
applies • But at comp review time, it no longer applies! • At
Netflix, market comp always applies: – Essentially, top of
market comp is re-established each year for high performing
employees – At annual comp review, manager has to answer the
Three Tests for the personal market for each of their employees
101Confidential
No Fixed Budgets • There
are no centrally administered “raise pools” each year • Instead,
each manager aligns their people to top of market each year –
the market will be different in different areas 102
20. Compensation Over Time • Some
people will move up in comp very quickly because their value
in the marketplace is moving up quickly, driven by increasing
skills and/or great demand for their area • Some people will stay
flat because their value in the marketplace has done that –
Depends in part on inflation and economy – Always top of
market, though, for that person 103
Compensation Not Dependent on Netflix
Success • Whether Netflix is prospering or floundering, we pay
at the top of the market – Sports teams with losing records still
pay talent the market rate, to get back to winning 104
Bad Comp Practices • Manager
sets pay at Nth percentile of title- linked compensation data –
The “Major League Pitcher” problem • Manager cares about
internal parity instead of external market value – Fairness in
comp is being true to the market • Manager gives everyone a 4%
raise – Very unlikely to reflect the market 105
When Top of Market Comp
Done Right... • We will rarely counter with higher comp when
someone is voluntarily leaving because we have already moved
comp to our max for that person • Employees will feel they are
getting paid well relative to their other options in the mar ket
106
Versus Traditional Model • Traditional
model is good prior year earns a raise, independent of market –
Problem is employees can get materially under- or over-paid
relative to the market, over time – When materially under-paid,
21. employees switch firms to take advantage of market-based pay
on hiring – When materially over-paid, employees are trapped
in current firm • Consistent market-based pay is better model
107
Employee Success • It’s pretty
ingrained in our society that the size of one’s raise is the
indicator of how well one did the prior year – but for us the
other factor is the outside market • Employee success is still a
big factor in comp because it influences market value – In
particular, how much we would pay to keep the person 108
Good For Each Employee to
Understand Their Market Value • It’s a healthy idea, not a
traitorous one, to understand what other firms would pay you,
by interviewing and talking to peers at other companies – Talk
with your manager about what you find in terms of comp – Stay
mindful of company confidential information 109
Efficiency • Big salary is
the most efficient form of comp – Most motivating for any
given expense level – No bonuses – Instead, put all that expense
into big salaries, and give people freedom to spend their salaries
as they think best – Employees can decide how much Netflix
stock they want, versus cash 110
No Vesting or Deferred Comp
• We don’t want managers to “own” their people with vesting –
all comp is fully vested • We want managers to be responsible
for creating a great place to work, and paying at the top of
market • Employees are free to leave us anytime, without
penalty, but nearly everyone stays • Employees stay because
22. they are passionate about their work, and well paid, not because
of a deferred compensation system 111
No Ranking Against Other Employees
• We avoid “top 30%” and “bottom 10%” rankings amongst
employees • We don’t want employees to feel competitive with
each other • We want all of our employees to be “top 10%”
relative to the pool of global candidates • We want employees to
help each other, and they do 112
Seven Aspects of our Culture
• High Performance • Values are what we Value • Freedom &
Responsibility • Context, not Control • Highly Aligned, Loosely
Coupled • Pay Top of Market • Promotions & Development 113
In some time periods, in
some groups, there will be lots of opportunity and growth at
Netflix Some people, through both luck and talent, will have
extraordinary career growth 114
Baseball Analogy: Minors to Majors
• Very talented people usually get to move up, but only true for
the very talented • Some luck in terms of what positions open
up and what the competition is • Some people move to other
teams to get the opportunity they want • Great teams keep their
best talent • Some minor league players keep playing even
though they don’t move up because they love the game 115
Netflix Doesn’t Have to Be
for Life • In some times, in some groups, there may not be
enough growth opportunity for everyone • In which case we
23. should celebrate someone leaving Netflix for a bigger job that
we didn’t have available to offer them – If that is what the
person prefers 116
Three Necessary Conditions for Promotion
1. Job has to be big enough – We might have an incredible
manager of something, but we don’t need a director of it
because job isn’t big enough • If the incredible manager left, we
would replace with a manager, not with a director 2. Person has
to be a superstar in current role – Could get the next level job
here if applying from outside and we knew their talents well –
Could get the next level job at peer firm that knew their talents
well 3. Person is an extraordinary role model of our culture and
values 117
Timing • If a manager
would promote to prevent an employee from leaving, the
manager should promote now instead of waiting • Three tests
still have to be passed 1. Job big enough 2. Superstar in current
role 3. Person is an extraordinary role model of our culture and
values 118
Development • We develop people
by giving them the opportunity to develop themselves, by
surrounding them with stunning colleagues and giving them big
challenges to work on – Mediocre colleagues or unchallenging
work is what kills progress of a person’s skills 119
Career “Planning” Not for Us
• Formalized development is rarely effective, and we don’t try
to do it – e.g., Mentor assignment, rotation around a firm,
multi-year career paths, etc. 120
24. We Support Self-Improvement • High
performance people are generally self- improving through
experience, observation, introspection, reading, and discussion
– As long as they have stunning colleagues and big challenges
to work on – We all try to help each other grow – We are very
honest with each other 121
We want people to manage
their own career growth, and not rely on a corporation for
“planning” their careers 122
Your Economic Security is based
on your Skills and Reputation We try hard to consistently
provide opportunity to grow both by surrounding you with great
talent 123
Seven Aspects of our Culture
• Values are what we Value • High Performance • Freedom &
Responsibility • Context, not Control • Highly Aligned, Loosely
Coupled • Pay Top of Market • Promotions & Development 124
We keep improving our culture
as we grow We try to get better at seeking excellence 125