The first characteristic of an organization is that it has a distinct purpose, which is typically expressed as a goal or set of goals. For example, Mark Zuckerberg, CEO of Facebook, facing increased public scrutiny over things his company was doing and not doing in relation to protecting its community of users and the global community at large, stated that his company’s goal was to fix those important issues and to get back to its original purpose—providing meaningful interactions between family and friends.1 The second characteristic is that people in an organization work to achieve those goals. How? By making decisions and engaging in work activities to make the desired goal(s) a reality. For instance, at Facebook, many employees work to create the programming and algorithms that are crucial to the company’s business. Others provide supporting services by monitoring content or addressing user problems. Finally, the third characteristic is that an organization is structured in some way that defines and limits the behavior of its members. Facebook, like most large organizations, has a structure with different businesses, departments, and functional areas. Within that structure, rules, regulations, and policies might guide what people can or cannot do; some members will supervise other members; work teams might be formed or disbanded; or job descriptions might be created or changed so organizational members know what they’re supposed to do. That structure is the setting within which managers manage.