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How does culture affect organisational productivity
The importance of culture and its effect in international business
The importance of culture and its effect in international business
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Business culture is unique in many ways. The attitudes in which an individual can take on to increase productivity are based on several approaches. One of the many approaches to take when attempting to understand business is to acknowledge the roles associated with it. For example, in business, personal relationships can never be a consideration when making a business decision. This also goes hand in hand with the understanding that negative results from a business decision should never be regarded as a personal attack. Obviously, displaying any emotion when business is involved is a clear sign to a potential client that there is a lack of professionalism and maturity and this may reflect on not only the owner of the company, but the employees as well. In addition to having the capability of understanding that attitude is key to any successful business venture; it is also important to have statistics and figures to support the persuading of a potential client to invest in the product. Although many have researched the tactics necessary to follow in order to be successful in business, unfortunately, there is a lack of productivity in the business culture. However, there are some businesses (such as; Google, Apple and IBM) that have proven to be a success story that other organizations have attempted to mimic but with very little triumph. Trends and behaviors will show the effects of growth and whether productivity has been achieved in businesses today.
It is common knowledge that in order for an organization to thrive, there must be labor productivity. In conjunction, for the efficiency in companies to be on a high level,
it requires capable workers. Conversely, if the workers are unhappy or their needs are not being met by th...
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...ss structure.
Organizationally, Google maintains a casual and democratic atmosphere, resulting in its distinction as a “Flat” company. The company does not boast a large middle management, and upper management is so hands on, it’s hard to qualify them in a separate category. Teams are made up of members with equal authority and a certain level of autonomy is maintained. "We're a highly collaborative culture," said Karen Godwin, the office's online sales and operations manager and a former Kodak executive. "There's no top-down hierarchy." (Yung)
Google is, and will likely remain to be, one of the most dynamic and competitive firms in the world today. It’s willingness to learn from its experiments and learn from its mistakes compliment perfectly its internal collaborative structure. Google has created a corporate culture that works, and productivity is the result.
Communication: Unlike other organizational cultures where communication most of the times is a one way traffic, in Google, communication is always multi-lateral directions. Employees can communicate with every one with the work involved and even with the top management to present their findings.
There has to be a fit between the job and the worker, and therefore the workers have to be selected and trained according to the job they will have to perform. Also, only efficient workers should be selected in order to maximize the production.
Motivation is a key factor in any successful company. Motivated employees tend to work more focused and with less pressure. Google is a company that believes that motivated employees work better.
When trying to improve productivity for a company, one must first understand what it means to be productive and what it means to not be productive. Jonah classifies that, “I have come to the conclusion that productivity is the act of bringing company closer to its goal. Every action that brings the company closer to its goal is productive. Every action that does not bring a company closer to its goal is not productive” (Goldratt, 32). But when determining on what is productive and not productive, the actual “goal of the company must first be determined. “ If the goal is to make money, then an action that moves us toward making money is productive and an action that takes away from making money is non-productive” (Goldratt, 41). Alex has finally realized what it means for his company to be productive, but the key is to know how to see if the company is meeting the goal that is desired or in this case making money. There are certain measurements that can “ express the goal of making money perfectly well, but which also perm...
Google is an example of a business that employs an intrapreneurship approach, giving staff time for personal projects. As a result, Gmail was created and launched in 2004. Currently Gmail is one of the world’s most popular webmail
It has exercise balls which were re-purposed as movable office chairs; desks which were made out of wooden doors; and dogs that were permitted at work. In addition, top chefs were hired to provide free meals for all employees. Others include on-site health and dental care, free use of swimming pools and work-out facilities, office hallways lined with video games and football tables, and free classes for all employees. B. Stories, legends and myths “Questioning Authority” to Google’s engineers is an innovator’s imperative and is constantly reinforced throughout the company.... ...
Rated as the best place to work in the United States in 2009, it has the best mix of rewards (Cook, 2012). The founders of Google believed that in order to attract the best talent, they had to provide an environment where people would want to come to work, have fun, dream big and get rewarded for hard work (Cook, 2012). Along with standard benefits, Google provides a fun environment with which to work including dining facilities, gyms, laundry rooms, massage rooms, haircuts, and carwashes to just name a few. Providing a mix of both reward types, Google understands that many humans are not motivated by pay incentives alone, and believes in administering rewards and a good company culture is vital to company success (Cook, 2012). According to Cook (2012), Google’s intrinsic rewards are no real hierarchy, tiny work groups, and purpose. They do not rely on a standard hierarchy, but instead a structure that is flat to maximize creativity, which keeps employees engaged and gives a feeling of accomplishment. Having no official channels, ideas can flow within groups; they focus on multiple smaller workgroups that may have a project manager overseen by committees (Cook, 2012). Intrinsic rewards are when you want to do something. Another aspect of Google utilizing this theory is the fact if a Googler wants to work with another team, he or she can switch working teams anytime
The corporate culture of Google is same as other organizations except for a few unique leadership positions like Chief Culture Officer and Chief Internet Evangelist. Rest all remains the same, where the information passes from higher management to the lower – level employees of various departments. Despite the standard corporate organizational structure, Google has developed a corporate culture based on giving employees way to develop new ideas without excessive oversight.
Eliminating friction at every turn: ensuring change can happen quickly and efficiently Google’s approach to innovation is highly improvisational. Any engineer in the company has a chance to create a new product or feature.
As any other company that managed to rise to fame, it was successful due to an exceptional organizational belief and value, Google company is no exception. Google Inc. practices a routine type of working condition for the scalability and its storage solution, managing the large scale application, as well as making a new platform. It is well known that a routine work is more stressful than any other work.
The concept of organizational culture is one of the most debated topics for researchers and theorists. There is no one accepted definition of culture. People even said that it is hard to define culture and even more change it. It is considered a complex part of an organization although many have believed that culture influences employee behavior and organizational effectiveness (Kilmann, Saxton, & Serpa 1985; Marcoulides & Heck, 1993; Schein, 1985a, 1990).
But first, it is important to mention an aspect of the U.S. culture so that we can better understand the business culture. Many of us have heard about the American Dream, which basically entitles to reach financial prosperity through hard work. And the effects of this belief correspond to long hours of hard work and overtime as well as following the chain of command in management. And the American business culture seems to be completely constituted by this principle.
Google will be successful in the future. In the meantime profits continue to soar and Google will continue to innovate, employing the high qualified experts in the field.
Although it maximized efficiency and productivity but its main limitation was ignoring human aspects of employment. This is manifested in the following:
“Business productivity is dependent on employee job satisfaction”. When an employee feels satisfied, secure and trust the employer, they work harder which will enhance the business productivity (Philip, 1958). Moreover, when the employee feels respected, admired, and appreciated by their employers, they will produce productive work which will generate high profit and revenue and hence less turnover (Kalim, Syed & Muahmmad,