Organizational Commitment

Organizational Commitment and conference Paper Week 3 COM/530 10/27/2011 Introduction A hear at an organizations intercourse and chip inership styles can say a lot nearly the organization as a whole. Google has a relaxed atmosphere, where management allows give outers to cook their knowledge schedules and fosters creativity by allowing and encouraging their achievementers to explore side projects (Google Culture, 2011). What would happen if the leadership style were to change? This is one of the elements this paper leave behind explore.A look will also be positn at sources of mogul inwardly the organization, the employees commitment to Google, how communication within Google relates to the cultivateer, different motivational theories which would make believe at Google and how communication plays a sectionalisation in the functioning of these theories. different Leadership Styles Google has recently embarked on Project Oxygen, a plan to pack a better manager (Brya nt, 2011). An examination of data sets, compiled from employee surveys, awards given, and managers who per human bodyed well, was conducted.This resulted in Google lacking(p) employees to feel em forceed, know their managers were available, and clear a better overall pure tone about the work they did (Bryant, 2011). Google has made the shift to transformational leadership by inviting their employees to be much active in roles they play and working to develop managers that gain ground creativity (Robbins, 2011). Having leader member exchange opening in perpetrate at Google would serve to undermine Project Oxygen. This speculation states managers capture their sure employees, who tend to get special considerations over other employees (Robbins & Judge, 2011).Having this hypothesis in play, would only serve to drive a wedge between employees and employee supervisor relationships and reduce communication. The studies conducted by Google install employees want respect and eq ual prospect 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 aro economic consumption stated they dont want weak willed hands-off managers (Bryant, 2011). Having a leader using this style would reduce the amount the employees rundle to this individual and cause disarray among the teams.Sources of Power at Google One military unit expect that Google, being a technical ships company, places a high vastness on expert power as greater knowledge of makeup computer code will mean much employees will drive to that person for help. The company may oblige placed emphasis on this in the past, but has since discovered employees want to follow managers whom they like and site with, which more closely relates to denotive power (Robbins, 2011). As Robbins and Judge (2011) rationalise this type of power deals more with an employee having respect and admiration for their manager.Referent power will lead to employees communicating grantly with their superiors and should influence a more positive attitude overall within the organization, as negative views and opinions will diminish among the workers. Legitimate power is also wielded by Google as they have employees who must complete work or they risk losing their conjectures. 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 cope with the consequences.Reward power is also in use as employees are allowed to set up their own schedules and vie for more prominent positions (Google Culture, 2011). This power also serves to create a positive attitude by large employees what they desire in the work milieu. Employee Commitment and Communication Employees appear to have a strong organizational commitment to Google. Based on the freedoms given(p) to their employees, workers look to stay wit h Google out of affective commitment.This type of commitment suggests workers have an emotional attachment to the company and believe in the core value (Robbins, 2011). Google has a commitment to meeting the needs of the employee by modifying compensation packages to conciliate the employee, giving bonuses, and making the employee feel valued for what they do by providing other amenities some 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.Open communication is encouraged and ideas are give backed display employees they have value in the eyes of Google. This communication is necessary 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-de experimental conditionination theory as they look to empower their employees. This theo ry suggests workers want to feel they have free will in choosing their work activities and 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 discussion 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 excellent for reinforcement theory, as this theory looks to reward positive actions immediately to ensure they are repeated and also to penalise 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 kindred can be s aid for actions which are negatively reinforced. A threesome and final motivational theory which 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 for each one other it provides the opportunity for salary and compensation to be discussed. As hanker 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 study their management styles that work best, Project Oxygen and then train managers in tasks they have run aground work well for top performing managers.This has caused a shift towards transformational leadership. Google has establis h other types of management styles which are, for example, too strict 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 despicable 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 necessitate to Build a Better Boss. New York Times Retrieved October 29, 2011, from http//www. nytimes. com/2011/03/13 / moving in/ 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. ). f number Saddle River, NJ Pearson- Prentice Hall.