The paper “ Creativity at Google Workplace” is a bright example of a business assignment. Employees work in different environments because of the nature of their roles and responsibilities. For example, building construction requires an environment, which fulfils easily its roles while a technological environment requires a workplace that allows completion of allocated tasks and responsibilities (Mumford & Simonton, 1997; Gumusluoglu & Ilsev, 2009). However, the demand for creativity at the workplace because of employees’ aspirations has resulted in organizations employing different strategies to ensure the organization becomes efficient. An example of an organization that has maximized creativity at the workplace is Google Company.
The aim of this report is to analyze creativity at Google illustrating the creative tools utilized, the application of these tools within the organization, the outcome of these tools within the organization, and reflection on the entire process of creativity at Google. Google Company OverviewGoogle is a company that is located in American and deals in Internet-related products and services. Some of the services and products produced by Google Company include cloud computing, search, online advertising, and software development.
The company was registered as privately held in 1998 and in 2004, the company was made public. The rapid growth of the organization has resulted in the acquisition of numerous products and organizations and majoring in communication-based products such as messaging and creating software utilized in mobile phones such as the Android operating system. Google Company presents an environment, which is creative. The aim of the organization is to ensure the employees operate optimally and efficiently (Cohen-Meitar, Carmeli & Waldman, 2009). Google Company has introduced numerous games, services, and products within the working environment, creating an environment different from a traditional office.
Thus, this creativity is analyzed to understand the outcome of the entire process towards fulfilling organization obligations. The following is Google's business model canvas that illustrates the roles and responsibilities plus the outcome of the entire process.
Basadur, M. (1997). Organizational development interventions for enhancing creativity in the workplace. The Journal of Creative Behaviour, 31(1), 59-72
Cangemi, J., & Miller, R. (2007). Breaking-out-of-the-box in organizations: Structuring a positive climate for the development of creativity in the workplace. Journal of Management Development, 26(5), 401 – 410
Cohen-Meitar, R., Carmeli, A., & Waldman, D. (2009). Linking meaningfulness in the workplace to employee creativity: The intervening role of organizational identification and positive psychological experiences. Creativity Research Journal, 21(4), 361-375
Dul, J., & Ceylan, C. (2011). Work environments for employee creativity. Ergonomics, 54(1), 12-20
Egan, T. (2005). Factors influencing individual creativity in the workplace: An examination of quantitative empirical research. Advances in Developing Human Resources, 7(2), 160-181
Goodall, S., Goodall, H., & Schiefelbein, J. (2009). Business and professional communication in the global workplace, 3rd ed. London: Cengage Learning
Google. (2013). Life at Google. Available at http://www.google.com/about/jobs/lifeatgoogle/ (Accessed 15 April 2013)
Gumusluoglu, L., & Ilsev, A. (2009). Transformational leadership, creativity, and organizational innovation. Journal of Business Research, 62(4), 461-473
Kreitner, R. (2009). Principles of management, 11th Ed. London: Cengage Learning
Kwasniewska, J., & Necka, E. (2004). Perception of the climate for creativity in the workplace: The role of the level in the organization and gender. Creativity and Innovation Management, 13(3), 187-196
Lang, J., & Lee, C. (2010). Workplace humor and organizational creativity. The International Journal of Human Resource Management, 21(1), 46-60
Lewis, S. (2011). Positive psychology at work: How positive leadership and appreciative inquiry create inspiring organizations. New York: John Wiley & Sons
Mumford, M., & Simonton, K. (1997). Creativity in the workplace: People, problems, and structures. The Journal of Creative Behaviour, 31(1), 1-6
Phelan, S., & Young, A. (2003). Understanding creativity in the workplace: An examination of individual styles and training in relation to creative confidence and creative self-leadership. The Journal of Creative Behaviour, 37(4), 266-281
Randel, A., Jaussi, K., & Wu, A. (2011). when does being creative lead to being rated as creative? the moderating role of the perceived probability of successfully bringing ideas to a supervisor's attention. Creativity Research Journal, 23(1), 1-8
Stamm, B. (2008). Managing innovation, design and creativity, 2nd Ed. New York: John Wiley & Sons
Strand, T. (2011). Metaphors of creativity and workplace learning. Scandinavian Journal of Educational Research, 55(4), 341-355
Wang, A., & Cheng, B. (2010). When does benevolent leadership lead to creativity? The moderating role of creative role identity and job autonomy. Journal of Organisational Behaviour, 31(1), 106-121
Zerbe, W., Hartel, C., & Ashkanasy, N. (2010). Emotions and organizational dynamism. London: Emerald Group Publishing
Zhou, J., & Su, Y. (2010). A missing piece of the puzzle: The organizational context in cultural patterns of creativity. Management and Organisation Review, 6(3), 391-413