Organization Culture at Goldman Sachs|Human Resource|Organization Behavior|Case Study|Case Studies

Organization Culture at Goldman Sachs

            
  
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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.



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Case Details:

Price:
Case Code : HROB070 For delivery in electronic format: Rs. 400;
For delivery through courier (within India): Rs. 400 + Rs. 25 for Shipping & Handling Charges

Themes

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Case Length : 16 Pages
Period : 1999-05
Pub Date : 2005
Teaching Note : Available
Organization : Goldman Sachs
Industry : Investment Banking
Countries : USA

Abstract:

The case focuses on the organization culture at Goldman Sachs. It explains the drivers and elements of Goldman Sachs' culture, which has been a source of competitive advantage for the company. Goldman Sachs, which operated based on its 14 business principles, was known for its risk-taking ability, ruthlessness, and conservatism.

The case also looks into the changes that are taking place in the partnership culture at the organization after the company went public in 1999. The case also looks into the role played by the top management in the evolution of the Goldman Sachs culture

 Human Resource and Organization Behavior | Case Study in Management, Operations, Strategies, Human Resource and Organization Behavior, Case Studies

Issues:

» How culture can be a source of competitive advantage for an organization

» The elements of an organizational culture

» What drives organizational culture

» The role of the top management in the evolution of organizational culture

» The role of myths/stories/incidents/rituals in communicating culture

Contents:

  Page No.
Introduction 1
About the Company 1
Drivers of Culture 2
Structure and Systems 3
Elements of Culture 4
Drawbacks and Challenges 7
Compliance Issues 8
Exhibits 10

Key Words:

Goldman Sachs, Organizational Culture, Merchant Banking, Competitive Advantage, Hostile Takeover, Partnership Structure, Sumitomo Bank, Mergers and Acquisitions, Wall Street, Citigroup, Charles O. Prince,Securities and Exchange Commission,National Association of Securities Dealers, Asset Management and Securities Services, Henry M. Paulson Jr.

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