Table of ContentsMark Zuckerberg's ManagementManagement StylePlanning and Decision-Making StrategiesThe BossOrganizational Design and Control PerspectivesListening and LearningUsing and Dealing with Human ResourcesMotivation and Communication TechniquesMy Impression of ZuckerbergConclusionManagement by Mark Zuckerberg Mark Zuckerberg was born in White Plains, New York, on May 14, 1984. He graduated from Phillips Exeter Academy in 2002, where he later made the decision to continue his studies at Harvard University ("Mark Zuckerberg Biography » nd). At Harvard, he studied psychology until he founded the social network now known as Facebook. His family was quite well off; her father is a dentist and her mother is a housewife. He was a man of humble beginnings, very articulate, but still had no intention of becoming the billionaire he is today. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get an original essay He was known throughout campus as the go-to software developer. He has created several games, voice programs and other original software for simple entertainment on campus. Eventually, three other Harvard students sought his expertise on a social networking site known as Harvard Connection (“Mark Zuckerberg Biography” n.d.). This network was designed to help Harvard's elite find eligible bachelors and bachelorettes who were part of the elite. Zuckerberg abandoned the project to focus on his own network idea stemming from the Harvard Connection concept. Back then there was email, but it was a task in itself to put together a decent list of email usernames. And then, of course, there was the popular MySpace. Although MySpace was a great social network for some, it was full of bugs and finding someone based on a mutual school was almost impossible. Zuckerberg decided that this needed to change, so he began creating Facebook Inc. Facebook went public in 2004 and has since become a $100 billion company (Ray 2011). The site underwent several renovations, but got off to a pretty rocky start due to Zuckerberg's ignorance of life as an entrepreneur. He made many management mistakes along the way, but he has since become a mature man with a unique management style that seems to be working. Management Style While many would like to believe that Mark Zuckerberg is a man who spends day and night thinking about how to manage Facebook, sorry to disappoint, but he doesn't. Zuckerberg's management style is that of a charismatic and transformational manager. His business depends on high levels of communication so that goals can be achieved in an efficient and timely manner. Although he has no objection to working alongside his colleagues, his constant motivation and communication make this unnecessary. All his employees know that he is the boss and that he will fire them without hesitation if they do not provide above-average work. At this point in his career, he's just riding the wave and trying to be as innovative as possible. In Zuckerberg's line of work involving social media and media, communication is key. This is clearly evident in his management styles. Planning and Decision-Making Strategies Many people would say that Zuckerberg does not have any form of planning or decision-making strategy, but I think that is not the case. Honestly, his strategy is to follow his instincts. If he has an idea or thought in mind, he will immediately put it into action. He isundoubtedly an impulsive decision maker. After intense criticism from the media, it turned out that Zuckerberg may be smarter than most people think. The most important strategy Zuckerberg uses to make a decision is that he is the boss, period. The Boss Since the launch of Facebook, Zuckerberg has focused on being the boss of Facebook. He wanted the newest innovations and he wanted them faster than anyone I could even begin to think about. He worked hard, took risks and acted impulsively. He was allowed to do this because he was the boss; he had the power of the majority. Zuckerberg managed to retain more than 25% of the company before its IPO (Sengupta 2012). This meant that in deals with other investors, his opinion counted for 60% of the decision. At this rate, almost everything he said got through. He was willing to take even more risks and act quickly; everyone and everything was disposable at that point. Zuckerberg had a vision in mind that he was going to achieve, even if it meant losing money in the process. Although it faced intense scrutiny at first, the mood changed months later when Facebook began thriving beyond wildest dreams. Organizational Design and Control Perspectives Zuckerberg's decision-making advantage of being the boss directly influences his organizational design and control perspectives. . When Zuckerberg started Facebook Inc., he had no idea how to run a business; It’s just the honest truth. He was too young to know the ins and outs of a business structure and he fully admitted this in the years that followed. Zuckerberg took on a project and trained himself on how to properly run a business. A few years have passed since his humble beginnings, and he has since developed an intense organizational design and control plan for his ever-growing business. Zuckerberg learned to observe the methods of other successful CEOs and create an organizational design based on their intelligent and already proven methods with his own particularities. Listen and Learn Since Zuckerberg was so young when he entered the industry, he often listened and learned. He hired an executive coach who helped him discover the essential skills for running a growing business (McGirt 2012). He knew that to make his business successful, he had to hire people who were smart enough to know what they were doing and make his business a success just like they had created theirs. To do this, he had to convince these potential employees that he was the best bet, that Facebook would soon become "the next big thing." Over time, he managed to employ people who were the driving force behind the success of large companies such as Google and Youtube (McGirt 2012). Without listening, learning and processing the information these elders gave it, we cannot say whether Facebook would have had the success it has today. Use and treatment of human resources For many years, Facebook lacked a human resources manager and, honestly, a full human staff. resources department. In 2006, Zuckerberg hired a human resources manager, but after three months she left the company. In the years that followed, Zuckerberg hired a 25-year-old engineer to run the department (Marshall 2009). His name was Chris Cox and he completely changed Facebook's employee recruiting process. He believed in the business and took action,.