Formal and Informal Power in Organizations and the Google Organization
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The paper discusses formal and informal structures in the organization and focuses on Google's organizational structure and how it influences the informal interactions that occur between organizational members. The paper goes on to discuss how Google shows a great deal of institutional respect for its employees, as demonstrated by its generous benefits and allocation of resources, and it is a learning organization, in that it has demonstrated a willingness to learn from even non-technical employees. Further, the paper describes how Google both controls and empowers employees by fostering an atmosphere so inviting that employees hardly want to go home. The paper clearly shows how Google is able to create an informal organization that is rich, fertile and creative, through effective hiring and retention practices.
From the Paper:"This does not mean that leaders should eschew their responsibilities. However, using 'soft' power, or leading by example, can often be more effective than changing formal corporate policies alone. This is the foundation of the ideal of the so-called learning organization, whereby leaders view subordinates as learners and also seek learning and guidance from subordinates. The influence map of a learning organization has arrows of influence pointing both ways, rather than trickling down from the top. "We must invest in our minds, taking the opportunity to learn formally and informally, but we must never stop learning. We must also invest in our communities, for they will provide us with support when we need it as well. Feeding our minds and those around us will provide us with ample opportunity to grow in several ways" (Hovell 2002, p.3).
"But as potent as this rhetoric might be, it must be backed by a genuine, demonstrated willingness to learn from employees, otherwise employees will see through the pretence. For example, at Google, the company states: "at Google, we know that every employee has something important to say, and that every employee is integral to our success," but it backs up this statement by seeking guidance from employees regarding corporate decision-making (Life at Google, 2001, Google)."
Sample of Sources Used:
- Corporate information. (2010). Google. Retrieved June 13, 2001 athttp://www.google.com/corporate/execs.html
- Hoffman, Elizabeth A. (2002). Compromise, confrontation, and coercion: Formal and informal dispute resolution in cooperative and hierarchical worksites
- Dissertations guide 2002. Retrieved June 13, 2010 at http://www.upjohninst.org/hoffmann.pdf
- Katzenbach, Jon & Zia Khan. (2010). Rapid recovery demands that US companies mobilize theoften overlooked informal organization. (2010). Market Wire. FindArticles.com. June 13, 2010 at http://findarticles.com/p/articles/mi_pwwi/is_201003/ai_n52890108/
- Life at Google. (2010). Google. Retrieved June 13, 2001 athttp://www.google.com/jobs/lifeatgoogle/
Cite this Term Paper:
Formal and Informal Power in Organizations and the Google Organization (2013, March 10) Retrieved October 31, 2020, from https://www.academon.com/term-paper/formal-and-informal-power-in-organizations-and-the-google-organization-152528/
"Formal and Informal Power in Organizations and the Google Organization" 10 March 2013. Web. 31 October. 2020. <https://www.academon.com/term-paper/formal-and-informal-power-in-organizations-and-the-google-organization-152528/>