Reference no: EM133174470

Case: When a company is established from scratch, its leaders have a huge amount of freedom to design the workspaces that they want; create the reward systems and values that express their desired culture; and, where they achieve rapid profitability or have money to invest, pay their people attractively and provide all sorts of perks that most organisations could never afford to. Dots this make the IT cotn¬panics exemplars of best practice in motivating and rewarding people, or does it make them outliers and exceptions that are worth a quick look but little else - became. quite simply, the rest of the world just doesn't work like that?

After all, doesn't everyone want to work at an organisation that looks great, has a sense of fun, goes out of its way to look after them and makes them feel that they are contributing to something greater than themselves? If they are not in the highly profitable IT sector, how can today's managers and leaders even begin remaking their organisations in these ways?

Question 1: Do you agree that the IT companies descrbed on this case study have lessons for every organisaticn? If so, what are these lessons?

Question 2: In sectors such as government (also known as the pubbc sector), managers have relatively little room to move in waxing the kinds of perks discussed in this case study. What else can they do to make that workplaces more attactive and motivalthg?

Question 3: Can you see any hidden dangers or traps in the happiness that James McGil eopresses about his 'de at Google? List and describe two or three of the potential downsides to James's New of work.