Mark Zuckerberg Case Analysis

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Introduction Organizations falter for a variety of reasons: ineffective CEO’s, meager vision, atrocious execution, and insufficient financing. One of the causes of these shortcomings is poor leadership, and this is not the case with Mark Zuckerberg at Facebook. His vision for Facebook is simple: be the company others emulate for social networking; he wants Facebook to transform the way we connect. Zuckerberg’s passion, vision, and teamwork created a company originated in his college dorm room to a business worth more than $200 billion. This paper explores the unconventional cultural approach at Facebook, considers best practices and actions of dynamic cultures, provides two examples of best practices for leaders in team development and communication, examines methods used to align teams with organizational visions, and explains actions that built and fostered team development and teamwork. I believe Mark Zuckerberg developed an atmosphere of collaboration at Facebook
One vital element to fruitful relationships and positive organizational outcomes is establishing trust. Pech & Slade (2006) studied Xerox in 2000 while they experienced financial difficulties, and the company was in trouble. Employees were jettisoning at a rapid rate that caused irritation and disengagement for those who endured. Xerox determined a change of leadership was required and announced Anne Mulcahy as Chief Executive Officer. Mulcahy revised her leadership team to one who shared her visions, goals, and beliefs that employees needed a leader they could follow. She relinquished a portion of her power, developed a supportive environment, and solicited employee’s opinions. Mulcahy earned and restored the trust in management, and Xerox benefitted by attaining its organizational goals. The employees’ perception of the leadership culture shifted because of significant organizational

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