Organizational Commitment

Organizational committal and Communication Paper Week 3 COM/530 10/27/2011 Introduction A front at an administrations parley and leadership names can say a lot about the organization as a whole. Google has a relaxed atmosphere, where management allows take shapeers to create their own schedules and fosters creativity by allowing and encouraging their determineers to look for side projects (Google Culture, 2011). What would happen if the leadership style were to change? This is one of the elements this paper will explore.A look will similarly be taken at sources of antecedent within the organization, the employees commitment to Google, how conversation within Google relates to the change stateer, opposite motivational theories which would feat at Google and how communication plays a part in the operation of these theories. distinguishable Leadership Styles Google has recently embarked on Project Oxygen, a plan to make a let out manager (Bryant, 2011). An examination o f data sets, compiled from employee surveys, awards given, and managers who performed well, was conducted.This resulted in Google emergencying employees to feel empowered, agnize their managers were available, and have a break down overall feeling about the work they did (Bryant, 2011). Google has made the shift to transformational leadership by inviting their employees to be more active in roles they play and working to develop managers that encourage creativity (Robbins, 2011). Having leader member flip-flop theory in practice at Google would serve to undermine Project Oxygen. This theory states managers have their swear employees, who tend to get special considerations over other employees (Robbins & Judge, 2011).Having this theory in play, would only serve to rag a wedge between employees and employee supervisor relationships and reduce communication. The studies conducted by Google show employees sine qua non respect and impact opportunity from management (Bryant, 2011 ). Another example of a leadership style that would take away from Googles goal would be the laissez-faire style of leadership, as employees have stated they dont want weak willed passive managers (Bryant, 2011). Having a leader using this style would reduce the amount the employees spoke to this psyche and ca apply disarray among the teams.Sources of Power at Google One might expect that Google, being a technological company, places a high importance on expert power as greater knowledge of typography computer code will mean more employees will come to that person for help. The company whitethorn have placed emphasis on this in the past, but has since discovered employees want to follow managers whom they corresponding and identify with, which more closely relates to referent power (Robbins, 2011). As Robbins and Judge (2011) explain this type of power deals more with an employee having respect and admiration for their manager.Referent power will lead to employees communicating openly with their superiors and should put to work a more positive attitude overall within the organization, as negative views and opinions will lower among the workers. Legitimate power is besides wielded by Google as they have employees who must complete work or they risk losing their jobs. This type of power serves to keep employees in line with company views and reduce negative communication within the organization as employees will not want to suffer the consequences.Reward power is also in use up as employees are allowed to set up their own schedules and vie for more freehanded positions (Google Culture, 2011). This power also serves to create a positive attitude by giving employees what they desire in the work environment. Employee Commitment and Communication Employees appear to have a strong organizational commitment to Google. found on the freedoms granted to their employees, workers look to stay with Google out of affective commitment.This type of commitment suggest s workers have an ablaze attachment to the company and believe in the core values (Robbins, 2011). Google has a commitment to meeting the postulate of the employee by modifying compensation packages to suit the employee, giving bonuses, and making the employee feel valued for what they do by providing other amenities most companies would not provide. Google has on site gymnasiums, chefs, laundry service, and shuttles (Google culture, 2011). By providing for employees, Google works towards establishing an emotional attachment. point-blank communication is encouraged and ideas are rewarded showing employees they have value in the eyes of Google. This communication is needful to create a sense of freedom at work and allow for an open exchange of ideas. Different motivational Theories Google could benefit from the use of self-determination theory as they look to empower their employees. This theory suggests workers want to feel they have free will in choosing their work activities an d take joy in what they do without feeling it has become an obligation (Robbins, 2011).Communication plays an integral part in the application of this theory. Workers need to know they have choices within the work they do and that managers are available for dealion of changing roles or work activities. Google is a corporation that wants it employees to interact at all levels and across teams. This environment may be brilliant for reinforcement theory, as this theory looks to reward positive serves immediately to ensure they are repeated and also to punish negative actions to ensure they are not repeated (Robbins, 2011).If open communication is encouraged and workers discuss goals they achieved and how they were rewarded for this, a general effect should be seen on surrounding employees. This means other employees should repeat the rewarded action to reap the rewards. The same can be said for actions which are negatively reinforced. A third and concluding motivational theory whic h would serve Googles open form of communication is the equity theory. This theory looks at the motivation behind having a fair workplace (Robbins, 2011). Employees want to feel they are paid or otherwise compensated for their work based on experience and accomplishments.Communication is vital to this theory as the more open employees are with each other it provides the opportunity for salary and compensation to be discussed. As long as Google is handling their employees in an equal manner this should serve to show workers the more they work and strive to be better at their jobs, the more they can expect to earn. Conclusion Google has chosen to take aim their management styles that work best, Project Oxygen and then train managers in tasks they have found work well for top performing managers.This has caused a shift towards transformational leadership. Google has found other types of management styles which are, for example, too exact are failing and causing high turnover (Bryant, 2011). As stated, having different types of leadership styles in use at Google, such as leader member exchange theory or laissez-faire style would undermine current goals and lead to poor communication within teams, leading to loss of faith in management. Google uses referent power, meaning employees have respect and admiration for their managers to keep employees happy (Robbins, 2011).The company also employs the use of rewards such as compensation packages suited to the employee and on site amenities (Google Culture, 2011) as rewards to keep employees happy. Googles efforts appear to lead to an affective commitment to the organization as the employee develops an emotional attachment to their job (Robbins, 2011). Motivational theories such as self-determination, reinforcement theory, and equity theory would most likely fit with in Googles company culture. Each theory looks to place the emphasis on the employee through enriching their work experience or giving compensation.In short Google is looking to keep employees long term through positive work environments and structure. References Adam Bryant (2011, March 12). Googles Quest to Build a Better Boss. New York Times Retrieved October 29, 2011, from http//www. nytimes. com/2011/03/13 /business/ 13hire. html? pagewanted=all, Google Culture. (2011). Google. Retrieved October 29, 2011, from www. google. com/about/corporate/company/culture. Robbins, S. P. , & Judge, T. A. (2011). Organizational behavior (14th ed. ). Upper Saddle River, NJ Pearson- Prentice Hall.