Google Case Study
Table of Contents Executive Summary 2 1. Introduction 3 2. Critical analysis and practical implications 3 2.1 Google’s success from a motivational and perceptual theory perspective. 3 2.2 Google’s hiring practice and job 5 2.3 Google’s Leadership approach 7 3. Conclusion 9 References 10
Executive Summary
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.
1. Introduction
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
Executive Summary
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.
1. Introduction
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
References: Chen K., Chung G., Liu K., Jun A., 2010, “Organizational Behavior. A case analysis of Google.” http://www.contrib.andrew.cmu.edu/~kathyc/files/written/google.pdf Day P., 2005. “Google searches for the future” BBC Business News, November 15. Gagliardi, P Goleman, D. 2000. “Leadership that gets result” Harvard Business Review, 78 (2). 83-85 Hollander, E 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.