Valve Problem Statement

Valve Software's organizational structure regarded as flat has been of great help to the company though with some minor mishaps. The flat organizational culture has ensured improved communication in the firm, elevated job satisfaction levels and lowered management costs (Ivancevich & Donnelly Jnr., 1975). In this system, employees are obliged to undertake projects they desire, work with team members sharing similar aspirations, and other aspects governing daily work routines (Hofstede, 1991).Valve's organizational structure is a portrayal of a move towards employee self-empowerment as well as creativity which most firms lack. As a concern, Valve's structure when upheld by other firms can help in the development of teams capable of solving their own problems and accomplish creative and innovative tasks (Weia, Liub, & Herndon, 2011). Despite the fact that the Valve structure is successful, the major challenge present in researching such an organization is whether the model, or lack thereof, is sustainable and reproducible (Porter & Lawler III, 1964). Besides, the system's main problem is difficulties in attracting skilled employees from other sectors, assisting new employees understand what is expected of them, and information dissemination is often poor. Nonetheless, the structure is beneficial when incorporated by other companies as it increases employees' productivity and the organization's overall success (Koberg & Chusmir, 1987). Thus, this paper will consider if innovation can do badly or develop in organizations in different industries and different organizational structures by incorporating elements of the organizational structure found at Valve.

References

Hofstede, G. (1991). Cultures and Organizations: Software of the Mind. London: McGraw-Hill.

Ivancevich, J.M., & Donnelly Jnr., J.H. (1975). Relation of Organizational Structure to Job Satisfaction, Anxiety-Stress, and Performance. Administrative Science Quarterly, 20(2), 272-280.

Koberg, C.S., & Chusmir, L.H. (1987). Organizational Culture Relationships with Creativity and other Job-Related Variables. Journal of Business Research, 15(5), 397-409.

Porter, L.W., & Lawler III, E.E. (1964). The Effects of "Tall" Versus "Flat" Organization Structures on Managerial Job Satisfaction. Personnel Psychology, 17(2), 135-148.

Weia, L.-Q., Liub, J., & Herndon, N.C. (2011). SHRM and Product Innovation: Testing the Moderating Effects of Organizational Culture and Structure in Chinese Firms. The International Journal of Human Resource Management, 22(1), 19-33.