风吹响树叶鼓掌
无题
不穿裤子的云 发表于 2008-08-20 15:41:00
Iraq, u are the best
似乎忘却
不穿裤子的云 发表于 2008-06-18 22:47:13
似乎已经忘了 每天怎样抬头走路
只记得 每个夜晚埋头掉泪
似乎已经忘了 小时候爸爸带我们放的烟花
只记得 被那些话模糊的双眼
似乎已经忘了 怎样强装笑脸
只记得 妈妈在等我 要坚强 不要欺骗
Analysis On Organizational Behavior Of Google
不穿裤子的云 发表于 2008-06-14 11:32:45
首先感谢 Philip Rose 老师
谨以此篇report 献给 这学期在一起学习的同学们 谢谢你们
By
Shi Wei Qi
ID：ACC06144
1. Introduction
This report is going to discuss how Google has used organizational behavior theory to become the most preferred employer in the world and gives the recommendations about how Baidu can follow Google’s example.
2. Organizational behavior
2.1 organization culture
Dr. John (2005) said Google has created the same phenomenon in the form of a ‘disruptive approach‘ to work and recruiting, it’s so different that if you don’t pay attention you will fall behind. As Dr. John puts it what Google has done well than the else is to develop the word’s first ‘recruiting culture’. What that means is that recruiting and the need for it is everywhere in the entire organization, the whole company——from the key leaders on to the entry-level employees.
Stephen P. Robbins (2005) stated that the founders of an organization traditionally have a major impact on the organization’s early culture. Brin and Page--founders of the Google, they have a vision of what Google should be. Actually Google is just like a big university. You know, Brin and Page set up their business in the dorm of Stanford, the disordered and personalized office in Google just like the extension of the student dormitory. The troubadour-like engineers are more like graduates flow between dorms and labs. The university like culture offers such a freedom and natural environment fits the employees so much that it is also a place for creative and young which attracts employees. If the American tolerate and encourage this kind of Google culture, I have to say that in
Kai-Fu Lee (Vice President of Engineering at Google) said that what he feels about the culture of Google is that a group of young men wearing shorts, great enthusiasm for tech innovation, the strong pursue in honest, equal, free and transparent relationship between workers, satisfy the costumers is much more important than making money. (http://www.wccep.com) At Google, work is living; free and happy culture inspires endless creativity. Everyone in Google is full of stories. Someone who has dinner with you maybe the one, who program the software you’re using, the one who sit beside you may have wrote the teaching material for your graduate courses.
As Stephen P. Robbins (2005) stated, culture is transmitted to employees in a number of forms, the most potent being stories, ritual, material symbols, and language.
There is a little story about the CEO Schmidt when he first joins Google, though every employee in Google doesn’t have an independent office, the worker thought that it’s necessary to give the old man a quiet relatively office, so they arranged a small individual office for him. Soon Schmidt found out the difference, then under his insist in going with the crowd, he finally share a small office with another engineer. Thus there is still no an employee has an individual office so far in Google. This story also shows the equity in the organization. According to equity theory those will increase the satisfaction and reduce the turnover. (http://we17.com)
Material symbols can be found in the headquarters of Google almost everywhere. There are few individual offices, even for senior executives. It is essentially made up of cubicles, common areas, and meeting rooms. This informal corporate headquarters conveys to employees that Google values openness, equality, creativity, and flexibility.
Google is so famous as a dragonhead in the field of searching that itself has become a term we use in our daily life—“google it”. A language included in Google’s culture. Google also creates an ethical organizational culture which they stress “don't be evil”. For example there was a new employee put forward a strategy of taking the initiative when discussing the corporate development program, in other corporation, he maybe paid attention to, but the people around him said immediately that that is evil, dishonest, did you want others to do that to us. Then the employee took back his advice embarrassed.
Among a growing number of organizations that have embraced workplace spiritually, Google has a strong sense of purpose which is meaningful. While profits may be important, they’re not the primary values in Google. As Stephen P. Robbins (2005) stated maximizing profits may excite investors but it rarely stirs employees’ emotions or imagination. People want to be inspired by a purpose that they believe is important and worthwhile. Google, for instance, is strongly committed to providing the fastest and accurate information searching service for customers.
Spiritual organizations recognize the worth and the value of people. They aren’t just providing jobs. They seek to create culture in which employees can continually learn and grow. Google, as Dr. John (2005) illustrate, has changed work itself with “20%”, generally for professional jobs it means that the employee can have one-day-a-week on their researching individually selected projects that the company funds and supports so that employees are working on interesting work, learning continuously, constantly challenged to do more, feeling that they are adding value. Its great value is that it drives innovation and creativity throughout the organization.
At Google, innovation is expected of everyone in every function, not just product development. The 20% time, along with the continuous disruptive innovation, has driven the company’s success in product and service innovation. Those are also part of humanistic work practices, because employees in Google have flexible work schedules, guarantees of individual worker rights, employee empowerment, and job security. For instance, managers in Google rarely tell engineers what to do and how to do but delegating authority to individual employees and teams. Page said that they have a system, engineers can change their mind to do another project, others may said ‘oh my god, I don't wish staff under no control’ some words like that, yeah, but you have two choices, one try to control people, the other is trying to set up a system suits the fact. (http://manager.csdn.net)
Toleration of employee expression is also part of the Google’s spirituality. Google allow people to be themselves-to express their moods and feelings without guilt or fear of reprimand. Employee at Google, for instance, there is a meeting hold in every Friday which is an old tradition. Sergey Brin, LarryPage (founders of Google) and EricSchimt (CEO of Google) will have lunch with Google staff in a dinning-room which could accommodate about 1000 people, then the employees will start raise their claims, and generally, the two founders will always satisfy their needs. For example, someone wants to play volleyball, and then few weeks later, the lawn between Google’s offices changed into a beach volleyball court; someone who wants to build a swimming pool, then it did. Though is a small pool, it won’t limit the creativity in Google, they put a water injector in one side of the pool so that people will feel like swimming in the stream. (http://mnc.people.com.cn)
As a result of this culture, not only does Google fund recruiting to the point where the function is in a league by itself, but they have also gone to the extraordinary step of changing the way employees work in order to attract and retain the very best, said Dr. John (2005)
2.2 Job satisfaction and Motivation
Stephen P. Robbins (2005) state that mentally challenging work, equitable rewards, supportive working conditions, and supportive colleagues conducive to high levels of employee job satisfaction. In Google, there is “top
Stephen P. Robbins (2005) also state that the most recent findings indicate that employee job satisfaction is largely genetically determined. The only place where managers will have any significant influence will be through their control of the selection process. The <New York Times> pointed out that Google is the company pays the most attention to human resource in American history from year 1980. begin with the recruiting, Google use creative Q&A way of recruiting or holding job fair at LA beach, the 200 candidates they recruited either recommended by professors from different university or introduced by the company’ s acquaintances. Such special way of recruiting help the company fined the employees they need whom also in accordance with the culture of the company. thus helps increase the job satisfaction in Google. (http://manager.csdn.net)
Dr. John (2005) found that most people have never visit Google think that the primary attraction tool and driver of retention at Google is the phenomenal income derived from employee stock options. Well, money does motivate employees. The profit sharing in Google increases the participating in the job. However, the conclusion of Dr. John (2005) is that stock options are not the primary attractor of top talent at Google. Instead is the work. As Stephen P. Robbins (2005) state that professional employees are different than average employee and they are more difficult to motivate because they don't respond to the same stimuli that nonprofessionals do. So professionals like engineers in Google are different from nonprofessionals. They have strong and long-term commitment to their field of expertise. Typical rewards, like money and promotions are rarely effective in encouraging professionals to exert high levels of effort. Dr. Kai-Fu Lee said that the reason why he suddenly turnover to Google is that the company’s culture is more correspondence with his value. (http://www.wccep.com). There is no doubt that Google have done a good job in job satisfaction and motivations which help make them the most preferred employer in the world.
3. Recommendation
Well, since Baidu have made great achievement in
I think the only thing Baidu could learn from Google is innovation. But you know innovation is something that is easy to say but not so easy to learn, you cannot just copy everything, copy their culture, copy their way of working. You should be creative, because the Google is changing the world, the only thing you can do is to change the change through your own innovation.
However, Google do have something we can think about but not just learn. For example ‘don’t be evil’. Google pursue and share the values, that is what they advocated that no making money evilly. They don’t work exclusively for profit, what they done are beyond the business principles. Google even spent a lot of money and human resources into clearing the cheating in their business. Those behaviors are highly spoken by their customers. (http://www.globrand.com)
4. References
Stephen P. Robbins (2005) Organization Behavior (Eleventh Edition)
Dr. John Sullivan (2005) A Case Study of Google Recruiting
http://blog.donews.com/keso/archive/2006/10/23/1065461.aspx.
http://www.wccep.com/Html/20051121103949-1.Html
http://manager.csdn.net/n/20060214/86717.html
http://mnc.people.com.cn/GB/4387547.html
http://manager.csdn.net/n/20060214/86717.html
http://www.globrand.com/2006/57479.shtml
fuckin Tuesday
不穿裤子的云 发表于 2008-04-22 20:15:29
gonna fuck today
gonna fuck today
why my favorit girl leaves me on Tuesday
she walks away with another boy
stars begin to decay on my way
