Netflix Case

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Words: 434

Pages: 2

Category: Business and Industry

Date Submitted: 10/20/2014 06:23 PM

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1. Would you find working at Netflix exciting or frightening? Why?

I would find working at Netflix frightening. There are few rules and no tolerance for average or poor performers. I believe that this means that there is little room for error from the employees before termination. I would rather have more formality and guidelines than be able to do my own thing. Managing through talented people rather than a rule book does not seem like it could be for me. I would rather take my talent elsewhere and be able to work with a team or coexist in an organization than freelance. There are also no bonuses, development, training, or career planning. The whole purpose, in my opinion, for someone to work is to achieve many of the things they are not going to provide. There would not be any motivation for me to perform at the highest level I know I am capable of performing at. If by any means an employee is told they are wrong and do not “get it” they are gone. There does not seem to be any type of job security because they do not care about the length of an employee’s career.

2. Can everyone in a company be above average? If so, how can you tell if someone is truly above average?

I do not think that it is possible for everyone in a company to be above average. I think that if everyone is above average then they are actually expecting below average work because the average workers are being told that they are producing better work than they actually are. Since they have few rules I do not think they set the standards straight with what clearly defines what separates exceptional work from above average work, and average work from below average work.

3. Are performance evaluations important in this culture?

I believe performance evaluations are very important in this culture. The company’s focus is on what people get done, not how many hours or days they worked. The company is interested only in hiring the best performers and managing through talent. Performance...