Table of Contents
2. Critical analysis and practical implications
2.1 Google’s success from a motivational and perceptual theory perspective.
2.2 Google’s hiring practice and job
2.3 Google’s Leadership approach
The first part of the report will investigate some of the most relevant motivational and perceptual theories, which will be applied to Google case in order to understand how the company achieved its incredible success. It will be also interesting comparing the Google’s case study with another case to see how organisational behaviour theories are applied differently depending on the situation.
The second part will discuss the hiring practices and job design principle. Theories will be also examined and applied to the case. Analysing these two aspects will help to find out and better understand what are the company’s values and orientation and if these elements are congruent with the employees’ once. In fact, just if the company’s and employees’ values, orientation and goals are the same, the organisational culture will be successful.
The third part will focus on the top ten reasons for working at Google. Some of these points are useful to introduce the leadership style present at Google. It will be demonstrate how the Company’s leadership approach is innovative compared to other companies, mainly to the Asia’s once, which are usually based on a vertical and hierarchic structure.
This report will examine a Google case study under the point of view of the Organisational Theories. It means that it will first analyse the most relevant theories applicable to the case such as motivational and perceptual theories, job design theories, hiring practices and leadership approach. For each theory there will be practical examples found in the case study and some comparison with other Google’s competitors. From the case study is evident that Google is a constantly growing company, born from the idea of two computer science students and now one of the most successful companies in the world. The aim of this report is to understand what brings Google to this high level, analysing its culture, the employee satisfaction and how the workers are recruited and managed. It will contribute to understand which are the positive organisational behaviour practices in a modern and developed software company.
2. Critical analysis and practical implications
In order to analyse which are the reasons for Google’s success, it is necessary to understand what is its Organisational culture and the theories that can be applied. As G.Morgan (1998) points out, the organisational culture is the beliefs, values, and norms, together with symbols, events and personalities unique to a group’s behaviours. He stated that the organisation spreads their beliefs into the company before the group can truly be successful. McShane (2010) agrees, adding that Organisational culture examines how individuals and teams in organizations relate to each other’s. 2.1 Google’s success from a motivational and perceptual theory perspective.
One group of theories that help to understand Google’s success is the motivational and perceptual theories. Motivation is a complex but also really important aspect of the Organizational culture, and it can be defined as ‘the psychological forces within a person that affect the direction, intensity and persistence of effort’ (McShane at Al., 2010). Motivation is important because it influences many areas of the organization such as productivity, employees retention and customer service (Little B, 2006). Theories explain how employees are better motivated and which is the best motivation strategy to apply between monetary or non-monetary rewards. Nowadays it is clear that monetary rewards are not sufficient to motivate the employees, they need something more, and this is why contemporary...
References: Chen K., Chung G., Liu K., Jun A., 2010, “Organizational Behavior. A case analysis of Google.”
Day P., 2005. “Google searches for the future” BBC Business News, November 15.
Goleman, D. 2000. “Leadership that gets result” Harvard Business Review, 78 (2). 83-85
Kanter, R. 1989. “The new Managerial work”. Harvard Business review, 89 (6), 85-92.
Kotila, O. (2001). “Job enrichment” Retrieved February 8, 2004 from http://academic.emporia.edu/smithwil/001fmg456/eja/kotila456.html.
Kotter.J, Heskett J., 1992. “Corporate Culture and Performance”. The Free Press.
Little B., Little, P. 2006. “Employee engagement: conceptual issue” Journal of Organizational Culture, Communication and Conflict. January 2006
McShane S., Olekalns M., Travaglione, T., 2010
Messick, M.D. “The Psychology of Leadership: New Perspectives and Research”. 2005. Mahwah, NJ: Lawrence Erlbaum Associates, pp.81-96
Morgan G., 1998
Sara Kehaulani Goo, 2006. “Building a ‘Googley’ Workforce”, Washington Post, October 21.
Shmidt E., Varian H., 2005, “ Google: Ten Golden Rules”, Newsweek, December 2
Towers, D., 2006 “An investigation into wether organisational culture is directly linked to motivation and performance through looking at Google Inc.”, The Birmingham Business School.
Please join StudyMode to read the full document