INSTITUTE OF PROFESSIONAL EDUCATION AND RESEARCH

CASE STUDY ON GOOGLE

MBA I ST SEM SECTION-B

Submitted to:Prof .Nikhil Maheshwari

Submitted by:Rohit Bhadoriya Sarthak Richhariya Shrashti Anant

GOOGLE

Introduction:-

Beginning in 1996, Stanford University graduate students Larry Page and Sergey Brin built a search engine called Backrub that used links to determine the importance of individual web pages. By 1998 they had formalized their work, creating the company you know today as Google. Since then, Google has grown by leaps and bounds. From offering search in a single language we now offer dozens of products and servicesincluding various forms of advertising and web applications for all kinds of tasksin scores of languages. And starting from two computer science students in a university dorm room, we now have thousands of employees and offices around the world. On these pages, you can find more information about Googles products and services, our principles, history, company culture and more. A lot has changed since the first Google search engine appeared. But some things havent changed: our dedication to our users and our belief in the possibilities of the Internet itself.

Parad i se Lost. . . O r G ain ed?

A massage every other week, on-site laundry swimming pool and spa, free delicious all-you-can-eat gourmet meals. What more could an employee want? Sounds like an ideal job, doesn't it? However, at Google, many people are demonstrating by their decisions to leave the company that all those perks (and these are just a few) aren't enough to keep them there ' as one analyst said, "Yes ' Google's making gobs of money ' Yes, it's full of smart people. Yes, it's a wonderful place to work ' so why are so many people leaving?"

Google has been named the "best company to work for" by Fortune magazine for two years running, but make no mistake: Google's executives made the decision to offer all those fabulous perks for several reasons: to attract the best knowledge workers it can in an intensely competitive, cutthroat market; to help employees work long hours and not have to deal with time-consuming personal chores outside work; to show employees they are valued; and to have employees remain Googlers (the Name used for employees) for many years. But a number of Googlers have jumped ship and given up these fantastic benefits to go out on their own. For instance, Sean Knapp and two colleagues, Bismarck an d Bel sa sa r L epe, ca m e up with an idea about how to handle Web video. They left Google in': HI 2307, or as one person put it, "expelled themselves from paradise to start their own company." When the threesome left the company, Google wanted badly for them and their project to stay. Google offered them a k ch eck." But th ey realized th ey would do all the lard work, and Google would own the product. So off they went, for the excitement of a start-uplift this were an isolated occurrence, it would be easy to write off. But its not. Other talented Google employees have done the same thing. In fact, so many of them Save left that theyve formed an informal alumni club of Googlers turned entrepreneurs

Q 1 . W ha t's it like to w o rk at G o o g le? (H int : G o to }Google's Web site and click on About Google. Find the section Jobs at Google.) What's your assessment of the company's work environment? ANS . The working environment at Google is simply fantastic, there are many facilities/perks provided
to the employees which you never found anywhere else. some of the facilities are given below Lend a helping hand. With millions of visitors every month, Google has become an essential part of everyday life like a good friend connecting people with the information they need to live great lives. Life is beautiful. Being a part of something that matters and working on products in which you can believe is remarkably fulfilling. Appreciation is the best motivation, so weve created a fun and inspiring workspace youll be glad to be a part of, including on-site doctor; massage and yoga; professional development opportunities; shoreline running trails; and plenty of snacks to get you through the day. Work and play are not mutually exclusive. It is possible to code and pass the puck at the same time. We love our employees, and we want them to know it. Google offers a variety of benefits, including a choice of medical programs, company-matched 401(k), stock options, maternity and paternity leave, and much more. Innovation is our bloodline. Even the best technology can be improved. We see endless opportunity to create even more relevant, more useful, and faster products for our users. Google is the technology leader in organizing the worlds information. Good company everywhere you look. Googlers range from former neurosurgeons, CEOs, and U.S. puzzle champions to alligator wrestlers and Marines. No matter what their backgrounds, Googlers make for interesting cube mates. Uniting the world, one user at a time. People in every country and every language use our products. As such we think, act, and work globally just our little contribution to making the world a better place. Boldly go where no one has gone before. There are hundreds of challenges yet to solve. Your creative ideas matter here and are worth exploring. Youll have the opportunity to develop innovative new products that millions of people will find useful. There is such a thing as a free lunch after all. In fact we have them every day: healthy, yummy, and made with love. Our assessment of the company's work environment Google love their employees, and they want them to know it. Googles workforce is a great motivator The style guidelines are incredibly strict and people are rewarded for high test coverage. We think the environment of company is good. The best resources in the world. Google create a respectful workplace culture.

Q2 . Google is doing a lot for its employees, but obviously it's not done enough to retain
several of its talented employees. Using what you've learned from studying the various motivation theories, what does this situation tell you about employee motivation?

ANS
Google needs to follow two theories one need theory or Motivation-Hygiene theory to resolve the problem inside the organization

Herzberg's Motivation-Hygiene Theory (Two Factor Theory)

To better understand employee attitudes and motivation, Frederick Herzberg performed studies to determine which factors in an employee's work environment caused satisfaction or dissatisfaction. He published his findings in the 1959 book The Motivation to Work.

Factors Affecting Job Attitudes

Leading to Dissatisfaction
y y y y y y

Leading to Satisfaction
y y y y y y

Company policy Supervision Relationship w/Boss Work conditions Salary Relationship w/Peers

Achievement Recognition Work itself Responsibility Advancement Growth

Herzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction, the two feelings cannot simply be treated as opposites of one another. The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction.

Implications for Management

y y y

The job should have sufficient challenge to utilize the full ability of the employee. Employees who demonstrate increasing levels of ability should be given increasing levels of responsibility. If a job cannot be designed to use an employee's full abilities, then the firm should consider automating the task or replacing the employee with one who has a lower level of skill. If a person cannot be fully utilized, then there will be a motivation problem.

Maslow's hierarchy of needs

Maslow's hierarchy of needs is a theory in psychology, proposed by Abraham Maslow in his 1943 paper A Theory of Human Motivation. Maslow subsequently extended the idea to include his observations of humans' innate curiosity. His theories parallel many other theories of human developmental psychology, all of which focus on describing the stages of growth in humans. Maslow studied what he called exemplary people such as Albert Einstein, Jane Addams, Eleanor Roosevelt, and Frederick Douglass rather than mentally ill or neurotic people, writing that "the study of crippled, stunted, immature, and unhealthy specimens can yield only a cripple psychology and a cripple philosophy. Maslow studied the healthiest 1% of the college student population.[

Physiological needs
For the most part, physiological needs are obvious they are the literal requirements for human survival. If these requirements are not met, the human body simply cannot continue to function. Air, water, and food are metabolic requirements for survival in all animals, including humans. Clothing and shelter provide necessary protection from the elements. The intensity of the human sexual instinct is shaped more by sexual competition than maintaining a birth rate adequate to survival of the species.

Safety need
y y y y

Safety needs Personal security Financial security Health and well-being Safety net against accidents/illness and their adverse impacts

Belongings and love need

y y y

Friendship Intimacy Family

Esteem

All humans have a need to be respected and to have self-esteem and self-respect. Also known as the belonging need, esteem presents the normal human desire to be accepted and valued by others. People need to engage themselves to gain recognition and have an activity or activities that give the person a sense of contribution, to feel accepted and self-valued, be it in a profession or hobby

Self-actualization
What a man can be, he must be. This forms the basis of the perceived need for self-actualization. This level of need pertains to what a person's full potential is and realizing that potential. Maslow describes this desire as the desire to become more and more what one is, to become everything that one is capable of becoming. This is a broad definition of the need for self-actualization, but when applied to individuals the need is specific. For example one individual may have the strong desire to become an ideal parent, in another it may be expressed athletically, and in another it may be expressed in painting, pictures, or inventions As mentioned before, in order to reach a clear understanding of this level of need one must first not only achieve the previous needs, physiological, safety, love, and esteem, but master these needs.

Q3. What do you think is Google's biggest challenge in keeping employees motivated? ANS.
The biggest challenge is how to retain the huge chunk of talented and experienced employees. Google is not able to think what should be done above perks and incentive to keep its talent. The main challenge was to identify and satiate the needs of employees so, that it will not affect the growth of the company. To control the unreasonable demand of its employees

Q4. lf you were managing a team of Google employees, how would you keep them motivated? ANS.

Identification and Classification of Needs. Division of Employee into groups. Social exchange process Try to maintain fair relationship between their preference and reward in comparison to other. Employees who are the real innovator should get their name as the software or the website The name of the team should be promoted through the company site and other medium. Promotion, preference and power..