Google Organizational Culture Analysis

Though all needs are important, everyone usually has one or two of the needs that are the most important to them and employees enter the work place with these needs. Employees that have a high need for affiliation value social interaction and cooperative working relationships. Achievement employees value recognition, fulfilling their goals and taking on moderately difficult challenges. Employees that have a high need for power value the ability to influence and control their environment to meet their goals, they seek leadership

Relationship management Relationship management is where the constant relationship maintained within the employee and employer, this absorbs employee and employer working together to share responsibility; sharing responsibility called co-determination. The connection between employee and employer cover up fairly large topics, among them the most appropriate discussion is lack of information sharing, due to Jarrow ltd revolves mainly around employer not working together with employee. In accordance with Jarrow Ltd, Mr.Javins owner of Jarrrow Ltd plus owing 30% ownership, which made him as the chief executive of Jarrow Ltd. Using the post he has, he completely ruled against and bullied most of the main decisions of the company, which are hardly

In this assignment four basic leadership styles will be discussed. The four basic styles are autocratic, democratic, Bureaucratic and laissez- faire leadership. Leadership style is when someone takes ownership to inspire others to achieve or reach goals (Career2NextOrbit, 2017). Autocratic style enable manager to make decisions without their team. They control their staff and force them to do their will and they do not allow their team to make contributions.

Moreover, transformational leaders are skilled at communicating the organization 's vision, the steps to get there and each employee 's key role for its realization. Transformational leaders are effective in getting followers to understand and believe in their own individual and collective abilities to achieve higher levels of performance. Helping employees understand the important role they play in achieving the organization 's mission and vision is crucial. Moreover, using a management-by-objectives or MBO process is needed to help everyone in the organization work together and create a common understanding. In this approach, individual employee objectives and plans are created in alignment with overall organizational.

- Relationship oriented leadership: in this type of leadership a leader takes input from all of his team member and then works accordingly with them. This type of leaders aims specifically to build a strong relation with their employs or team members. This results in high level of productivity and job satisfaction. Contingency theories: though trait and behavior theories help us in understanding leadership they miss an important part that is the environment in which leader exist. Contingency theory help us understand this aspect of leadership.

By clearly delineating tasks, removing obstacles and rewarding performers, the path goal theory suggests that “subordinates will be motivated if they think that they are capable of performing their work, if they believe their efforts will result in a certain outcome, and if they believe that the payoffs for doing their work are worthwhile” (Northouse, 2013, p. 137). Satisfaction has been made contingent on effective performance. The intensity of the way the leader leads will depend on the circumstances. For example if the follower is capable or motivated, or the given task is easy or difficult, the method of this leadership style may vary from dictorial to the leader being participative. According to House and Mitchel, depending on the circumstance, the leader could adopt four different styles - supportive, directive, participative and

Companies with hierarchical culture take time to get to the point where subordinates feel comfortable exercising their creative problem-solving skills. To help facilitate this process, start out by lavishly praising and respecting your staff 's input, feedback, and suggestions. Expect Conflict -- and Plan How to Overcome It: The workplace diversity research tells us that great new ideas are often borne out of the clash of different perspectives. Although this collision of different worldviews and attitudes can often result in conflicts between employees, it is best to take a proactive approach to address the unique challenge of conflict in a diverse work place. (HCareers.

Human capital is at a loss when unemployment rates are high because individuals can lose their skills in a trained area due to not being able to practice and use that skill in a job everyday. Another harmful factor to social effects is mental health problems caused by lack of employment. Individuals who face unemployment are prone to become depressed and have high anxiety levels. They are also known to have noticeably higher health problems due to their lack of

The mean of teamwork is working together as member of more than one people and they have same goal to do. So a good teamwork have hearing comment of members and plan together. It is important for every organization to increase performance for working. The coalition is reason for the working have success and bring development organization. The main operational of teamwork is have a good relationship because if don't have is an effect to stop working and development can not successful.

Similarly, Einarsen and Zapf (2003) highlight the reasons why people become victims or targets of bullying within the workplace environment. These individuals often have low self-confidence and self-worth. However, they are often very high achievers within their work and this can be threatening for a person who may be in a positon of hierarchy but lacks the skills to do so. In addition to this, race, age and ethnicity can all contribute to bullying due to discrimination. This occurs as often individuals are ignorance and cannot comprehend why someone may be different to them (Baron & Neuman, 1998, Harvey et al., 2006, Keashly, 1998, Zapf & Einarsen, 2003).