BMGT 364 Project_2_Organizing_.docx Project 2: Organizing BMGT 364 Introduction Within all organizations, it has become difficult to attract prospects with new talent. Organizations have to create new ways on how
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BMGT 364 Project_2_Organizing_.docx Project 2: Organizing BMGT 364 Introduction Within all organizations, it has become difficult to attract prospects with new talent. Organizations have to create new ways on how they push to attract their new prospects. Zendesk is the perfect organization that has created an organizational and cultural structure that will continue to address all personnel entering their place of employment when individuals seek employment. Employees view Zendesk organizational and cultural structures as something that aligns with their personal beliefs and to their current employees (Zendesk, Diversity and Inclusion: People First, 2020, para. 2). When organizations have positive environments, their employees are happier. Happy employees will push their organization towards a successful route. Whereas the negative and unhappy employees will create an environment with hostility and low morale, which causes unproductivity and miserable workers. ZenDesk™s Organizational Culture Zendesk™s organizational culture is imperative to the company™s operation because it is the functioning portion of their organization. The organization culture addresses how all of their employees feel towards them, and how their employees are treated. Zendesk makes their employees feel as if they are their family. Zendesk™s organizational culture of creating a family environment is inclusivity. Zendesk is located downtown San Francisco, California. Zendesk™s building is upscale and appears to be in a busy area d. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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