Amazon.com, Inc

Employee Handbook
2022

ABDUL RAUF AMAR
MUHAMMAD AFIQ IKHAMUDDIN
AZRA MUNAWWARAH
MUHAMMAD EHSAN
MUHAMMAD DANIAL

AMAZON SPAN OF CONTROL :

 The authority at Amazon is well structured, with proper job specialization, a
narrow span of control that allows for clear lines of communication as
subordinates know whom to report to, and whom to get orders from,
and the centralized system allows for easy adaptation in the wake of
Brexit (Amazon Services, 2018).

AMAZON’S AUTHORITIS AND
RESPONSIBILITIES:

CEO (Jeffrey P. Bezos)

 : CEOs are responsible for managing a company's overall operations. This
may include delegating and directing agendas, driving profitability,
managing company organizational structure, strategy, and
communicating with the board.

AMAZON’S AUTHORITIS AND
RESPONSIBILITIES:

CHIEF FINANCIAL OFFICER (Brian T. Oslavsky)

 : Chief financial officers hold the top financial position in an
organization. They are responsible for forecasting the organization's
financial standing based on financial and operational data and
reports provided by the finance and accounting teams and advising
the CEO and board on strategic direction.

AMAZON’S AUTHORITIS AND
RESPONSIBILITIES:

AMAZON WEB SERVICE (Adam Selipsky)

 : AWS provides a massive global cloud infrastructure that allows you to
quickly innovate, experiment and iterate. Instead of waiting weeks or
months for hardware, you can instantly deploy new applications, instantly
scale up as your workload grows, and instantly scale down based on
demand.

AMAZON’S AUTHORITIS AND
RESPONSIBILITIES:

VICE PRESIDENT, WORLDWIDE CONTROLLER AND PRINCIPLE ACCOUNTING
OFFICER (Shelly L. Reynolds)

 : she oversees Amazon’s accounting function, leading the team that
touches every geography in which the company operates. specialized
in matters related to mergers & acquisitions and the Securities and
Exchange Commission, serving multiple publicly traded multi-national
corporations from a broad range of industries.

AMAZON’S AUTHORITIS AND
RESPONSIBILITIES:

CEO WORLDWIDE CONSUMER (Jeffrey A. Wilke)

 : oversees its massive online marketplace, the entry point to the
company for most consumers.

AMAZON’S AUTHORITIS AND
RESPONSIBILITIES:

SVP, GENERAL COUNSEL AND SECRETARY (David A. Zapolsky)

 : Manage Amazon's legal, policy, compliance, and regulatory
affairs.

AMAZON’S AUTHORITIS AND
RESPONSIBILITIES:

SVP HUMAN RESOURCES (Beth Galetti)

 : Our HR generalists are experts in everything from employee
relations to performance management, talent management to
succession planning and employee engagement to legislative
compliance. So they're equipped to work at the heart of
Amazon and act as business partners to line managers in all
areas of the employee cycle.

AMAZON’S AUTHORITIS AND
RESPONSIBILITIES:

SVP, WORLDWIDE BUSINESS DEVELOPMENT (Jeff Blackburn)

 : Develop and maintain client relationships. Coordinate with sales
teams to develop mutually beneficial proposals. Negotiate contract
terms with clients and communicate with stakeholders. Monitor project
teams to ensure contracts are executed as agreed.

AMAZON’S CHAIN OF COMMAND:

AMAZON’S CHAIN OF COMMAND:

AMAZON’S GOAL

 : We aim to be Earth’s most customer centric company. Our mission is to continually
raise the bar of the customer experience by using the internet and technology to help
consumers find, discover and buy anything, and empower businesses and content
creators to maximise their success.

 We believe this mission is important for the UK because digital empowerment for
customers and businesses improves living standards for people up and down the
country and drives our economic competitiveness and productivity in a global
economy.

 We will continue to push at the boundaries of how technology – digital infrastructure
and services – can improve the customer experience and help make the economies of
the countries where we operate more competitive on the global stage.

AMAZON’S PLANNING

LONG TERM PLANNING
 : The company's management must agree on what constitutes an acceptable

disease burden and use those goals to create an acceptable new normal.
Secondly, increasing salary or pay for the employees. During this pandemic,
staff in fulfilment centres, transportation operations, stores, and those delivering
deliveries play a critical role for customers. We are rewarding this outstanding
performance with wage raises. Lastly,
SHORT TERM PLANNING
 : Providing paid time off to COVID-affected staff. All Amazon employees who
have been diagnosed with COVID-19 or who have been placed in quarantine
will be paid for up to two weeks. This gives employees the time they need to
get back in shape without having to worry about losing money. This is in
addition to all hourly employees having unlimited unpaid time off till the end of
month.

EFFECT ON DECISION MAKING

1. Identification of a problem
 Amazon is at a fork in the road. Amazon and its CEO, Jeff Bezos, have come under fire for their treatment of Amazon employees, and how the firm

responds to the criticisms could determine the company's future. The saga surrounding Amazon's employee involvement could either be a
stumbling block that leads the company to stagnate and possibly fall, or it might be a shot in the arm that refocuses and reenergizes the company.
2. Identification of decision criteria
 Reports of dangerous working conditions at Amazon warehouses have gotten a lot of attention, and there have been a lot of questions
regarding whether or not Amazon fired whistleblowers who voiced concerns about the company's lack of protection for employees.
3. Allocation of weighs to criteria
 Amazon’s safety measurement of the employees is the most important criteria.
4. Development of alternative
 Amazon has listed the steps or alternative it has done to maintain workplace safety and support its employees, including implementing over 150
key process changes, setting up testing stations at its sites and routinely cleaning them, and raising employee pay.
5. Analysis of alternative
 The criticism levelled at Amazon is significant since customer impressions and purchase decisions are influenced by staff engagement.

6. Selection of an alternative

 Bezos wants that the company's "customer obsession" be "relentless." He preaches his management
views and practises in his annual letters to shareholders. To spread his unique approach to running a
business, the group uses core ideals called "Leadership Principles."

7. Implementation of the alternative

 Involve frontline workers in problem-solving and decision-making about workplace safety and
engagement. Secondly, regularly poll employees and gather input to better understand their wants
and concerns – and share findings and plans for addressing them to employees and other stakeholders
in a transparent manner. Lastly, Implement new performance benchmarks and criteria for employees,
and ensure that employee expectations are aligned across the firm.

8. Evaluation of decision effectiveness

 All of Amazon's inventiveness and passion, as well as outstanding operational capabilities and massive
resources, that have allowed the company to develop so many ground-breaking innovations for
customers, should now be directed toward employees. Bezos and his management team must view
Amazon's personnel as an exhilarating flywheel that accelerates the company's productivity, not as an
expensive drain on the company's profits.

Recruitment Process:
Amazon conducts 5-6 rounds to select freshers as SDE (SDE-1) in their organization. The following rounds are conducted:
•Written Round
•Online Coding Round
•Multiple Technical Rounds
•Hiring Manager Round
•HR Round

Written Round:
The Written round majorly consists of two sections namely Aptitude / Logical Test and technical test. The technical test contains questions mainly from C, C++, Operating System, Data Structure,
inheritance, functions. Generally in MCQ format with a given time frame of about 30 minutes.
Online Coding Round:
This round is hosted online and the candidates are presented with 3-4 coding questions, the questions are of intermediate difficulty, mainly from Arrays, strings, and matrices.
To clear this round, one should have a strong understanding of these data structures.
Telephonic Round:
This round is purely algorithmic based with around 2-4 questions ranging from arrays, trees, to dynamic programming problems. You are to present algorithm and in some questions, the code
also if necessary. Apt candidates are selected for further rounds.
Technical Round 1:
Technical rounds are face-to-face algorithmic rounds in which candidates are presented with 2-4 questions, all from data structures. The most commonly asked DSs are the matrix, binary tree,
BST, Linked list.
Technical Round 2:
Same as previous round, however the difficulty is increased and more questions from Trees, BST, and Tries are asked. One should have a clear knowledge of tree-based recursion, and the
standard questions based on it are a must.
Hiring Manager Round:
This is generally the most technical-intensive round, with questions ranging from the projects you have done, the technology used in them, design problems and DS/Algo problems and tricky
puzzle-like questions.
HR Round:
You can expect HR questions like :
1. Tell me about Yourself, your family
2. How do you see yourself five years from now?
3. What are your strengths and weaknesses?
4. Some technical questions can also be asked from topics like OOPs.

REFERENCES

 Amazon.com. Spend less. Smile more. (2022). Amazon.
https://www.amazon.com/?&tag=googleglobalp-
20&ref=pd_sl_7nnedyywlk_e&adgrpid=82342659060&hvpone=&hvptwo=&hvadid=393493755082&hvpos=
&hvnetw=g&hvrand=5012721465974103644&hvqmt=e&hvdev=c&hvdvcmdl=&hvlocint=&hvlocphy=9050
746&hvtargid=kwd-10573980&hydadcr=2246_11061421&gclid=Cj0KCQjw1tGUBhDXARIsAIJx01k557InoT0w-
HTvQWDnNmxAw2woRTsMRN_7Wb1ol7HxdLz4dnBqm5waAvizEALw_wcB

 Amazon - Crunchbase Company Profile & Funding. (2022). Crunchbase.
https://www.crunchbase.com/organization/amazon

 Organimi. (2021, October 28). Amazon's Organizational Structure [Interactive Chart].
https://www.organimi.com/organizational-structures/amazon/

 Yohn, D. L. (2021, December 10). Amazon Faces A Crucible Moment With Employees. Forbes.
https://www.forbes.com/sites/deniselyohn/2020/06/02/amazon-faces-a-crucible-moment-with-
employees/?sh=26699da83822

 Goals and Progress. (2022). Sustainability - US. https://sustainability.aboutamazon.com/about/goals-and-
progress