Mutual engagement is implemented at the diagnostic step successfully. On this note, it is important to note that an organization’s employees and management are provided with the opportunity of ensuring that they can identify some of the issues that affect the performance or that inhibit the augmentation of an organization’s productivity. Consequently, they are offered the opportunity of ensuring that they can in dialogue that will enhance the performance of the organization. Dialogue refers to the collective discussion among different parties resulting in the creation of mutuality since it does not focus on the understanding and perception of a single party. Therefore, it is one of the ways that corporations can effectively enhance mutual engagement. Google is one of the companies that have adopted an organizational framework supporting self-diagnosis and enhancing mutual engagement of its internal stakeholders.
A line-and-staff framework characterizes Google’s organizational structure, where workers are empowered through the provision of various powers such as advising, offering opinions, reporting, authorizing, and supporting the technology giant. Succinctly, the organization has been very efficient in ensuring that employees the workforce is highly effective and creative because of the management leadership applied in the firm. Subsequently, the employees are provided with the ideal platform of engaging and collaborating to enhance the outcomes of the firm. The company is regarded as one of the most innovative in the world because of the products and services it provides to its customers (Orth & Volmer, 2017). However, the efficiency of the firm and staff can be attributed to a number of factors that have created an avenue where the organization can effectively identify the barriers to its strategic goals and objectives. Consequently, the firm overcomes the challenges associated with management and employee issues and eventually the hindrance to the realization of the organizational objectives.
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Self-diagnosis plays a crucial role in the firm’s success. For instance, the firm is renowned for its ability to address various issues without involving top leadership. One of the factors that have resulted in this behavior within the firm is the creation of a platform where employees can engage in constructive communication enabled by the corporation. Google has created communication channels that are very efficient and support the development of dialogue between workers from different departments and structural levels. Tersely, the business has been efficient in applying latest technologies to support its internal communication. Accordingly, there are few instances when the employees are required to meet in order to engage in mutually constructive and beneficial conversations about the issues that are affecting the performance or productivity of the company (Orth & Volmer, 2017). Additionally, whenever an issue is discovered that affects a certain area of the business, there are mechanisms in place that address how the solution applied can be used in ascertaining that the entire organization benefits.
The organizational framework of the firm has also been noted for its ability to enhance power equalization in different levels of the business. Thus, the line-and-staff structure can be applied by organizations to ensure that they remove barriers that impede of distort communication. In addition, the framework is also effective in ensuring that different departments and divisions are decentralized, which is crucial in ascertaining that the decision-making process is independent from the top leadership but is delegated to various managers (Keis, Nymann Nielsen, & Nessen, 2016). The benefit of this strategic decision-making process is ensuring that the distance between the deciders and the doers is close, which assures that the decision-makers are aware of the capabilities of the workers and make realistic decisions.
Google has also portrayed a significant development of its staff through ensuring that they are provided with the freedom of making their own decision. On this note, the firm has been influential in ascertaining that the employees are provided with sufficient resources and time to engage in personal research activities that will eventually benefit the organization. Using this strategy, the organization enhances the innovation of the workforce and subsequently leads to improved products and services (Marcos-Cuevas, Natti, Palo, & Baumann, 2016). For instance, the strategy has been influential in the development of services such as the Chrome web browser and Google Images. Such strategies are enhanced through the inclusion of a self-diagnosis approach that seeks to improve the productivity and creativity of the employees, which eventually improves the products and services provided by the firm.
The mutual engagement of the employees fostered by self-diagnosis has also created platforms where the firm can effectively create its rules-of-engagement with its different stakeholders. On this note, the organization is capable of ensuring that it applies its communication channels to base its policies on feed and dialogue. In addition, all employees are encouraged to voice their opinions on different issues that may impede the performance of the firm. Opinions are derived from different levels both vertical and horizontal. Through this approach, the company has enabled the creation of efficient teams in different departments, which is critical in enhancing the collaboration in problem solving, conflict resolution, and decision-making (Keis et al., 2016). Consequently, the team is capable of identifying the barriers that hinder its achievement of its vision and mission.
Therefore, the framework has been critical in ensuring Google has the ideal organizational diagnosis principles. Tersely, the entire firm line-to-staff structure ensures that its diagnosis principles are systemic focused addressing an issue in a manner that will improve the entire operational system. Furthermore, Google is also very reliant on data focused on both the internal and external stakeholders such as customers and employees. The decision-making process of the ideal solutions is based on input from a variety of stakeholders with the employees being very influential. Therefore, the workers are critical participants who are required to voice their opinions on the validity and implementation of the organization’s strategies. Nonetheless, the employees are also required to discuss and agree on the principles of shared dialogues: inquiry, advocacy, reciprocity, and mutuality.
Google’s ability to engage in shared dialogue in its self-diagnosis has been crucial in ensuring that the organization has mutual engagement. Consequently, the firm is capable of ensuring that its decision-making process is aligned to its goals and objectives to serve all stakeholders better. Mutual engagement is reflected and manifested in the firm’s ability to enhance collaborative and shared-dialogue among different stakeholders to ensure that opinion is not based on the knowledge of a few leaders and managers. In addition, the firm’s commitment to mutual engagement has been very influential in ascertaining that the contributions from different employees have been effective in enhancing the performance of the entire organizations. On this note, Google has become very competitive in the international technology industry primarily because of engaging its employees and applying the ideal data collection methods that enhances its product and service design and production.
References
Keis, M. K., Nymann Nielsen, A. J., & Nissen, M. (2016). User-driven standards in a mutual help context: The co-emergence of subjects and standards. Theory & Psychology , 26 (2), 243-262.
Marcos-Cuevas, J., Nätti, S., Palo, T., & Baumann, J. (2016). Value co-creation practices and capabilities: Sustained purposeful engagement across B2B systems. Industrial Marketing Management , 56 (1), 97-107.
Orth, M., & Volmer, J. (2017). Daily within-person effects of job autonomy and work engagement on innovative behaviour: The cross-level moderating role of creative self-efficacy. European Journal of Work and Organizational Psychology , 26 (4), 601-612.
