Case Study Of Christie's

1 Introduction
The company selected for this essay’s discussion is Christie’s – international auction house for arts and luxury goods. Established in 1766, Christie’s has remained at the top of the public’s mind as one of the best auction houses. Christie’s has a foothold in multiple countries, situated in major capital cities such as London, New York, Paris, Geneva, Milan, Amsterdam, Dubai, Zürich, Hong Kong, and Shanghai.

The main motivation for selecting Christie’s structure to study is due to their involvement in the auction of fine art and their unparalleled ethical standing.

(Will elaborate more when all other chapters are complete.)

2 Discussion of Major Business Management Concepts
Christie’s main company values are integrity,

This creates a safe responsible working environment for all employees to fulfil tasks to their best abilities without needing to compromise in morally challenging situations. Teamwork focuses on working collaboratively throughout the hierarchal chain of command and inter-department, promoting respect for all employees regardless of their organisational position. Emphasis on passionate expertise encourages all employees to find their calling within the organisation, to attain higher levels of self-fulfilment and work performance. These two values are in line with Mary Parker Follett’s management theory, in which she stipulates that true leaders are able to attain “coactive” power through the mutual empowerment and respect of

Majority of the processes would involve programmed decisions, as a standard operating procedure (SOP) would be put in place for all offices.
Control Proactivity Behavioural control Outcome control
Feedforward control Organizational culture Market demand or economic forecasts
Concurrent control Hands-on management supervision during a project The real-time speed of a production line
Feedback control Qualitative measures of customer satisfaction Financial measures such as profitability, sales growth

Table 1. Types of Control (Carpenter, Bauer, & Erdogan, 2017)
In Table 1, we see three different process controls. Starting with proactivity or feedforward control, this is the method of anticipating problems before they occur. This allows the organisation to prevent needless revenue loss through failed initiatives or drops in the economy. This could relate to offering clients enhanced services to discourage them from approaching Christie’s