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ANSWER NO 1

The structure of the organization determines how the job tasks of individuals and departments

are organized and how services are allocated. Four basic blocks make up the system. These four

aspects of the corporate framework can help to clarify these changes to Zappos face.

SPECIALIZATION

Employees at Zappos do not have titles that explain their tasks. Instead, workers at Zappos are

themselves in control of the activities.

FORMALIZATION

Within Zappos, an employee's freedom to do his / her work as they see fit is strong because of

the company's degree of decentralization.

CENTRALIZATION

At Zappos, their employees now have the autonomy within their respective circle to decide how

to accomplish the goals at hand, instead of having to follow specific day-to-day routines.

Because of this, one can consider Zappos to be low in centralization.

HIERARCHY

Given the reality that management roles delegated power to their departments and today all

workers have full influence over how they coordinate their jobs at Zappos. There is also

departmental oversight from top officials, though, implying that the span of control between the

circles is somewhat inexistent, however, the span of control within the circles is also very much

intact.

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 ANSWER NO 2

a)

“Making employees happy and making customers happy and making our partners happy.”

b)

Zappos continues promoting the culture of happiness; workers are empowered in innovative

ways to foster organizational happiness. Employees learn about the culture of an organization

through a process of socialization, by immersed in the daily operations of employees and

internalize the organization's values and standards.

The induction and integration of new hires of Zappos is a four-week comprehensive course.

Effective socialization enables employees to work productively and to perform various positions

within the organization. Good communities develop when the company's fundamental principles

are commonly expressed by the company's staff and when the expectations become internalized.

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 c)

“At Zappos, even under its previous structure, all employees including CEO Tony Hsieh, worked

from a cubicle.”

Zappos' mission was to spread happiness, and happiness far and large. "Happiness in a Box;" it

didn't just mean happiness is for a perfect pair of shoes or clothing. But it meant that happiness

revolved around every person associated with Zappos.

That happiness may be in the form of overnight delivery or an ideal outfit for the customers. It

could be in the process where the consumers interact with Customer Loyalty Team member. This

happiness may be for the workers when they have free time to socialize or when they feel a part

of the culture of the company. All these stuff revolve about happiness and it's linked to all & all.

ANSWER NO 3

Zappos culture is unique and quite effective because the organization believes the values should

be communicated to the employees properly. These values in turn create a strong culture and

help the organization progress through the creation of permanent or potential customers.

Zappos has developed its distinctive corporate culture by clearly defined principles that are

related to its rewards program. The induction and integration of new workers in Zappos is a four-

week intensive course. New workers often invest two weeks on the phone as agents for client

support. Successful socialization allows staff to work productively and to carry on different

positions within the company.

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 ANSWER NO 4

Besides building a positive, mutually beneficial, environment that brings workers together,

Zappos claims that fostering weirdness and enjoyment promotes inspiration and innovation. All

this helps to follow their central belief number one of 'offsetting WOW' and other fundamental

principles, like 'doing it for less.' Taken together, workers are getting increasingly interested in

their companies not just by their fingertips, but also with their brains and their souls.

The number one central value of Zappos is to "deliver WOW through service." Delivering a

"wow" consumer experience by working a little more doesn't save Zappos money, yet superior

quality, in the long run, improves the overall worth of the business and therefore its economic

goal creation. The culture of Zappos will form the basis for a competitive advantage. Zappos

culture is distinctive and can't be quickly replicated and it can be challenging to mimic the

culture that brings Zappos a competitive edge.

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 ANSWER NO 5

Zappos has restructured the performance-evaluation framework to add support to its principles:

The organization recognizes employees who properly apply the values through their day-to-day

decision making. It created a dynamic rivalry focused on an online appointment network that

allows them to assign their working hours to Zappos, the customer care staff.

Compensation for increasing the staff leader, including the managers, depends partly on the total

staff efficiency. Peer influence thus exerts a strong impact on workplace compliance and

efficiency. In helping staff deal with unforeseen and unique situations and problems, beliefs, and

aspirations may provide direction. By contrast, rules and guidelines can address just fixed

conditions.