Professionally Communicated: NVIDIA Case Study Assignment: APA Formatting

About Professionally Communicated

Rubric:

 All case studies are 2-3 pages excluding the cover page and reference page.

1.     Direct (addresses the various questions), 20pts

2.     Professionally Communicated with a minimum of 2 complete pages (ideas are clear, concise, organized, and presented professionally). 20 pts

3.     Timely (submitted by the deadline) 20 pts

4.     Well-Supported (applied course material and/or outside resources as appropriate to your paper as required- see syllabus). 20 pts

 

5.     Follow APA formatting as specified in the syllabus (20 pts- see below)

 

-Separate cover, 5 pts

-Separate reference page 5 pts

-In-text citations related to references 5 pts

– Double-spaced 5 pts

– 2-3 references

 

BOOK NAME: Organizational Behavior: Improving Performance and Commitment in the Workplace: 2025 Release

ISBN: 9781265375034

By: Jason A. Colquitt

 CASE: NVIDIA

 When told that his team had described him using adjectives such as “demanding,” “perfectionist,” and “not easy to work for,” Jensen Huang, CEO of NVIDIA said those descriptors fit him perfectly. “It should be like that. If you want to do extraordinary things, it shouldn’t be easy.” Huang was born in Taiwan in 1963 and was shipped to the United States as an unaccompanied minor to live with his uncle in Tacoma, Washington. Huang believes that these early experiences taught him resilience and that resilience is what allowed the company founder to push through the difficult times along the way. Huang recently spoke at a Stanford graduation ceremony and told the group, “I wish you ample doses of pain and suffering. Greatness comes from character, and character isn’t formed out of smart people—it’s formed out of people who suffered.”

 

If there is one thing Huang is known for, it’s working hard. When asked if competition or other things company-related keep him up at night, Huang replies, “That shouldn’t keep me up at night—because I should make sure that I’m sufficiently exhausted from working that no one can keep me up at night. That’s the only thing I can control.” The CEO believes in an agile and flat corporate structure—he has 30–40 direct reports at any given time and communicates to his group by writing hundreds of e-mails per day although many of them are only a few words long. Every week he has employees submit a very brief list of the five most important things they are working on and he is known to stop by the desks of employees to quiz them on their work. Sometimes, these turn into interrogation sessions, with one employee stating, “Typically, in Silicon Valley, you can get away with fudging it. You can’t do that with Jensen. He will kind of lose his temper.” Known as being intense, one of Huang’s direct reports said, “Interacting with him is kind of like sticking your finger in an electric socket.”

 

Even though Huang pushes hard and demands a lot, turnover in the company is low. One of NVIDIA's top AI researchers once left the company, but then came back after missing what the company had to offer in terms of a cutting-edge mindset. He stated, “Jensen is not an easy person to get along with all the time. I’ve been afraid of Jensen sometimes, but I also know that he loves me.” Jeff Fisher, who runs the company’s consumer division and was one of the company’s first employees acknowledges that “Many of us are financial volunteers at this point, but we believe in the mission.” While Huang is known for dealing effectively with adversity, other types of pain are different. Huang got a tattoo of the company logo when the stock price hit $100. He won’t be doing it again, though, because he thought the pain was more intense than he thought it would be. When asked if he cried, he replied, “A little bit.”

 

 

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