Organisational Behaviour of Google Company - Assignment Example

Organisational Behaviour xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Name xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Lecturer xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Date Executive summery The researcher appraises the organisational behaviour of Google Company, what the Google practices reveal about its organisational behaviour and the contributions it has had in its success. The researcher critically evaluates the factors that contribute to Google’s effectiveness in innovation management. In addition, the report has drawn some relevant organisational theories to discuss and evaluate Google practices. The report looks on how innovations have helped the company in dissemination of services placing and whether it has an advantage over its competitors in the market. It is a leading technology company and much of this is because of the emphasis it puts in hiring of its employees, it has a dynamic workforce who are flexible, adaptable and knowledge. The researcher evaluates how the company has used value congruence, and the effects value congruence has had in the company's success. Table of Contents Table of Contents 2 Introduction 3 The Management Board 3 Executive Office 4 Senior Leadership 4 Critical and Theoretical Analysis of Google 5 Qn 1: What Google practices reveal about its value congruence and the contributions of value congruence to its success. 5 Achievements of Google Company 5 What Google practices reveal about its value congruence 5 Contribution of value congruence to Google’s success 7 Qn 2: Factors which contribute to Google’s effectiveness in innovation management from team effectiveness perspective 8 Culture of Innovation 9 Entrepreneurship 9 Technological Activities 10 Competition 10 Collaboration 10 Practical Implications of Google 11 Conclusions 11 References 12 Introduction The Management Board Googles management team comprise some of the most experienced technology professionals in the industry. The management board is made up of the chief executive officer (CEO), the president, the executive chairman of the board and members of the board. The CEO, Larry Page, is one of the founders of the company and has served in the management board since the company was founded; he has been the CEO since April 2011. Similarly, Sergey Brin, who served as the company's president from July 2001 to April 2011 is also in the management board. Eric E. Schmidt has served in the management board as the executive chairman of the board from April 2011 and he as well serves in the board of directors. Members of the management board are John Doerr, Diane B. Greene, John L. Hennessy, Ann Mather, Paul S. Otellini, Shirley M. Tilghman and K. Ram Shriram. Executive Office The executive office of the company comprise the Larry Page who is the CEO and co-founder, Eric E. Schmidt who is the executive chairman, Sergey Brin a co-founder, Nikesh Arora who serves as a senior vice president and chief business officer, David C. Drummond who serves as a senior vice president, corporate development and chief legal officer and Patrick Pichette who is a senior vice president and chief financial officer. The executive is in charge of overseeing the day to day operations in company. Senior Leadership The company's senior leadership is composed of the executives who are responsible for different activities of the company. Some members in senior leadership are as well in other management positions of the company like the CEO and the various senior vice presidents. Google, an American multinational company, operates in the technology industry and more specifically specialises in the internet related services and products sector of the industry. Some of its products and services include but not limited to cloud computing, search, online advertising technologies and software. The company's centre of attention is on improving and getting better the ways in which people connect with information. The company provides variety of tools and services for probable advertisers of all sizes, from simple text ads to display and mobile advertising and to publishers, whether small or large. The company has more than thirty thousand employees and has annual turnover of more than forty billion in the previous financial period. Critical and Theoretical Analysis of Google Qn 1: What Google practices reveal about its value congruence and the contributions of value congruence to its success. Achievements of Google Company The company has achieved a lot in the past decade since its inception back in 1998 by Larry Page and Eric Schmidt. Some of the company's achievements are the Google adsense which makes it possible for website owners to earn revenue. YouTube, the company acquired YouTube in 2006 and its one of its main revenue stream. The company also acquired fully android in 2005. Other achievements are Gmail services, Google maps, iphone search and chrome. The company has put in a lot of resources in developing its services; it is identified with innovation management. What Google practices reveal about its value congruence Google Company is guided by some organisational behaviour in its working practices that it has put in place. These working practices are very much enshrined in its culture and behaviour whereby the later has been a key driving force of the success of the company. It has drawn some of their practices on the organisational behaviour theories in order to suit its services better. Further, as one of the managers notes, the company values value congruence and it is a pacesetter in how the management has integrated it in the company. Mintzberg idea of adhocracy is very used by Google in its design. It relies more on expert power, operates in a complex environment, and its company uses a lot of communication which is very important in the span of control. One of googles practices is speed. It measures the quality of their services in fractions of second used by the consumers. In result, the company make quick decision, think quickly and develop their services very quickly. Another practice for Google is culture; they keep it strong and live. Further, Google practices efficiency; the Company has spent more than a decade in getting better the efficiency of its data centres. In this way it has been able to the performance of its facilities, decrease costs and the effects to the environment. Google has used the scientific leadership theory of organisational behaviour to improve its efficiency. The theory focuses on how the how work can be done more and more efficiently. The company reduces costs by matching tasks with workers who are specialists in the particular fields of the tasks. The decisions made in these practices are very important in the maintenance of its data centres; they optimize achievement of their goals. The decision making approach emphasises on the importance of making decisions in achievement of goals. The company has continuously increased the productivity of its workers by applying human relations approach; they have identified their workforce as one of its best practices. This has made it to improve the productivity of the workers to a great extent. This has also led to innovation in the company; this is evident with the innovations the company has made propelling it above the rest in the market. Contribution of value congruence to Google’s success Google uses value congruence in its value system which corresponds with that of employees, leading to several valuable outcomes for both organization and the employees. Google's practices reveal several things about the value congruence as (Caufield, 2005) says. The company has involved its employees on a wider range than it used to involve them during its inception. The employees have become very important part of the company; they have contributed significantly in the success of the company. It is for this reason that the company treats them as one of its practices, to continuously instill knowledge and expertise in the employees. Google's practices therefore reveal recognition, satisfaction and loyalty in value congruence. On top of this the practices indicate that there are a lot of resemblance between the employees values and the values of the company, this is as well alike to the concept of person-culture fit as (Ostroff, 2005) explains. The perception of the employees in value congruence between the values of the company and their own values are considerably associated with behavioural support for the company. Google is the most known company that goes to larger distance in maintaining and developing value congruence. The company's chief cultural officer, Stacy Savides Sullivan explains why the company gives so much emphasis and consideration in the hiring process, she states that “one of the hardest things to do is to make sure that the company hire people who possess and have the kind of characteristics that the company is looking for in a Google – y employee. This is an individual who is fairly adaptable, flexible and not focused on titles and hierarchy”. This ascertains the value congruence the company has put in place. Value congruence has undoubtedly contributed to googles success; through the emphasis the company has placed in the hiring process, it has been able to get the right people to work for them; all-round employees who, as Stacy says, are flexible and adaptable are a key ingredient in achieving the goals of the company. Another success for this company that has been aided by value congruence is innovation. The company has come up with a lot of innovations both in its management and in its services, this is evidenced by the fact that the company has been voted the best in management and in search engine; it is the preferred internet search partner. Value congruence aided the innovation in search technology which made the company to be number one search engine. Moreover it has led to mathematical rigor; this has enabled the company to be the search-ad leader. Qn 2: Factors which contribute to Google’s effectiveness in innovation management from team effectiveness perspective According to (Mathieu, 2006), team effectiveness is a structure of bringing people together in an organization, it’s an idea of people working together to achieve more than what an individual member can achieve if on their own. Google's team effectiveness is achieved by bringing together individuals with different skills to complement each other and taking different role. (Piccoli, 2004) adds the company's team effectiveness doesn’t just appear; it is necessitated the visionary leaders and motivated team members who develop and nurture them. Expert facilitators in team building are also evident in the company. Innovation management is the discipline of organizing processes in modern way which can be used to develop products and services as (Polley, 1999) explain. Google carries a set of tools that enables managers to accommodate common understanding of organizational behaviour. It focuses on acting in response to internal and external opportunities, and coming up with new ideas, products or processes through its creative efforts. Significantly, the company involves employees at every level in causative ideas and creativity to the development of the company. The management team has been able to spice up the creativity of the whole work force towards the constant development of a company through utilizing innovation management tools appropriately.   Some of the factors that which contribute to Googles effectiveness in innovation management are emphasize on exploratory thinking, generation of idea and implementation, rock interpersonal relationship and support of team work, cross functional collaboration and communication as (Oke, 2007). Culture of Innovation Google continuously looked for opportunity for innovation. It creates space that enables and expands the space for innovative ideas as well as operationalization of these ideas as (Mathieu, 2006) states. The company’s culture of innovation always challenges its employees and management alike to always come up with new ideas that continuously improve the company. The company’s work force has not only become experts in their respective fields, but also drivers of innovation. Entrepreneurship This is exhibited by the commitment, persistence and determination in solving problems, teams’ spirits, creativity and motivational capacity of the employees. The company’s work force work in harmony in executing their activities which has made the company to achieve its goals as the chief cultural officer, Stacy asserts. The company adopted entrepreneurship mentality and culture and it has been able to instill to its employees thereby, necessitating effectiveness that result to innovation. Technological Activities The company through its hiring knowledgeable, adaptable and flexible employees has been able assembles technological knowledge, developments which are flexible, testing prototype internally and organization of its processes. This has helped to improve its effectiveness. Competition The fierce competition in the market has made the company to look into new ways of reaching its customers, production processes and dissemination of information so as to differentiate itself from the competitors. It has some information about the actions and motives of its competitors and this has helped it to position itself on new services in terms of degree of appealing to the market the novelty of the new services as well as possibility for patents. On the other hand, the presence of adequate market (in terms of growth potential and size) has made Google to be a success. This shows effectiveness in its innovation management. Collaboration The company has been able to operate in its knowledge network. It has been able to strategically exchange information and outsourcing some of its information in a bid to effectively operate at its maximum capacity. Practical Implications of Google The results of the company's value congruence and innovation management on its practives (organiational behaviour) are evident in its successes that it has achieved. Being voted as the best internet search engine, acquiring YouTube and android, Google chrome among others are a result of its innovational leadership provided by its lesrders and management. Conclusions The secret of googles pipeline of innovation and success in its operations and activities has been keeping and taping its blend of employees as well as letting ideas percolate up. It is trying to create and provide an atmosphere where people can be brought together in amazing ways to innovate. It’s having many conduits of expression and recognizing that diverse people and diverse ideas will percolate up in different ways. It has Google moderator, a management innovation tool designed by its engineers as one of its blue prints of innovation management. The company's practices have been successful and have made the company to be very innovative, googles practices have laid down the path for innovations. They have been a driving force in the innovations the company has been making thereby directly contributing to the success of the company. References Hoffman, B. J., Bynum, B. H., Piccolo, R. F., & Sutton, A 2011 Person-organization value congruence: How transformational leaders influence work group effectiveness Academy of Management Journal Caufield, J 2005 where did Google get its value? Portal: Libraries and the Academy Cazier, J & Adviser-Louis, R 2004 the relationships among value congruence, trust and behavioral intentions in e-business Ostroff, C., Shin, Y., & Kinicki, A 2005 Multiple perspectives of congruence: Relationships between value congruence and employee attitudes. Journal of Organizational Behavior Mathieu, J E, Gilson, L, & Ruddy, T 2006 Empowerment and team effectiveness: an empirical test of an integrated model Journal of Applied Psychology, Piccoli, G, Powell, A, & Ives, B 2004 Virtual teams: team control structure, work processes, and team effectiveness. Information Technology & People Polley, D E, Garud, R, & Venkataraman, S 1999 the innovation journey New York: Oxford University Press Trott, P 2008 Innovation management and new product development Pearson education Schilling, M A 2005 Strategic management of technological innovation New York: McGraw-Hill/Irwin Oke, A 2007 Innovation types and innovation management practices in service companies International Journal of Operations & Production Management Sawhney, M, Wolcott, R C, & Arroniz, I 2011 The 12 different ways for companies to innovate Top 10 Lessons on the New Business of Innovation Read More