case study of amazon

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Two of the ideals of Amazon leadership that I hope I can better associate with are: recruit and grow the best and dream big (Stone, 2015). When an organization hires and produces the best workers, there will be optimum efficiency, since everyone knows what they are going to do and they will be excellent in their jobs. In addition, the ethic of good faith promotes ingenuity and innovation among workers. There is also an improvement in the delivery of services to consumers.
On the other hand, the two guiding ideals that I believe would be more difficult to adhere to are delivering performance and frugality (Stone, 2015). The two principles are almost related because employees are expected to give their all and accomplish more with a lower budget. In the two principles, employees do not get treated as human beings. Instead, they are treated like robots. When employees are absent for valid reasons such as being ill from a dangerous disease like cancer, they are put on performance improvement plans so that they can focus on their job and improve their performance ratings. Additionally, many former employees have admitted to being overworked as reported in the New York Times (Kantor & Streitfeld, 2015).
One of the similarities between Amazon and Zappos is that they hire the best. In Zappos, one gets subjected to two types of interviews; the standard interview where people get tested for their abilities and skills. The second kind of interview is the culture-fit interview where one ability to fit in Zappos culture is tested. To be employed, one has to pass all the interviews (Seth 2016). On the other hand, the difference between the two is that Zappos values and treats its employees very well as compared to Amazon where employees are overworked.
Amazon culture is discriminatory against women, as one woman was not treated very well because she gave birth and her performance reduced. On the other hand, we can say that Amazon lacks a discriminative culture as everyone is given an equal chance to show their worth (Kantor & Streitfeld, 2015).

Kantor, J., & Streitfeld, D. (August 15, 2015). Inside Amazon: Wrestling big ideas in a bruising workplace. The New York Times. Retrieved November 4, 2017 from
Stone, M. (2015, August 15). Here are the 14 rules behind Amazon’s brutal workplace. Retrieved November 4, 2017 from
Seth, J. C., (October 30, 2016). Zappos Video [Video file]. Retrieved November 4, 2017 from

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