Google Report
P2
Introduction
In today’s world companies are able to create an effective mechanism that’s promotes a culture of self-empowerment, creative innovation, and self-motivating employees. But in today’s corporate settings, it is hard to create change where freedom is promoted within most organisations. However, many mainstream companies still embrace a stagnate form of management where employees are struck in cubicles, crowed under florescent lights and riddle with old school micromanagement techniques that do not produce the best products. This report explores the theory behind how Google, Inc. rewards their employees in order to motivate them to become top-producing organisation that will invent the best ideas and products of the century.
Companies like Cisco, Inc. have structured their leadership to provide the best environment to motivate their employees with intrinsic and extrinsic rewards also. They both have become top-producing companies that develop some of the best products that have shaped our world, have taught us how to find information, and have taught us how to learn and see things differently.
They also have the ability to become household names who are rooted in culture and values of employees that create these products. These leaders want to take their companies to the next level and find new ways of rewarding employees for good work will succeed in this new economy.
Companies that promote free drinking, empowering employees to work together as autonomous entrepreneur groups, and provide work areas that are comfortable and do not take away employees humanity, unique individualism or personal freedom.
Discussion
Theory of Motivation and Rewards
The Hawthorne studies in the early nineteenth century examined and studied how managers motivate employees to work more efficiently, with quality work at the maximum rate of return. One of the areas of information derived from the Hawthorne studies was that
Introduction
In today’s world companies are able to create an effective mechanism that’s promotes a culture of self-empowerment, creative innovation, and self-motivating employees. But in today’s corporate settings, it is hard to create change where freedom is promoted within most organisations. However, many mainstream companies still embrace a stagnate form of management where employees are struck in cubicles, crowed under florescent lights and riddle with old school micromanagement techniques that do not produce the best products. This report explores the theory behind how Google, Inc. rewards their employees in order to motivate them to become top-producing organisation that will invent the best ideas and products of the century.
Companies like Cisco, Inc. have structured their leadership to provide the best environment to motivate their employees with intrinsic and extrinsic rewards also. They both have become top-producing companies that develop some of the best products that have shaped our world, have taught us how to find information, and have taught us how to learn and see things differently.
They also have the ability to become household names who are rooted in culture and values of employees that create these products. These leaders want to take their companies to the next level and find new ways of rewarding employees for good work will succeed in this new economy.
Companies that promote free drinking, empowering employees to work together as autonomous entrepreneur groups, and provide work areas that are comfortable and do not take away employees humanity, unique individualism or personal freedom.
Discussion
Theory of Motivation and Rewards
The Hawthorne studies in the early nineteenth century examined and studied how managers motivate employees to work more efficiently, with quality work at the maximum rate of return. One of the areas of information derived from the Hawthorne studies was that