For example, in "scientific management" and "Fordism", employees are micro-managed- they are given specific instructions on how to perform certain tasks. However, High Commitment Practices encourage job autonomy, creativity, and innovation, all of which institutions with High Commitment Practices believe will increase job satisfaction and commitment leading to increased outputs. While the rational system of management attempts to micro-manage employees, High Commitment Practices greatly encourage independence. With respect to corporate structure, institutions employing rational management and institutions employing high commitment practices also differ. Institutions with rational management tend to have a steep hierarchy with many ranks between floor-workers and executives. For example, institutions employing bureaucratic control often have one entry level at the bottom of the hierarchy, and new recruits slowly work their ways up the seemingly endless ladder. Because these institutions have a steep hierarchy, those near the bottom of the chain are often alienated from higher ups Consequently, relationship between executives and workers are minimal. However, institutions which employ High Commitment Practices have fairly flat hierarchy and intra-firm networking is easy. As a result, most employees readily develop attachment to their on-job peers, bosses, and the institution, increasing their commitment. While the rational system of management maintains distance between executive and lower employees, High Commitment Practices foster good relationship between the two. While high-commitment practices are similar to other strategies in the system, particularly the Human Relations School, in terms of the three aspects previously discussed, their goals are different. Although both attempt to increase job satisfaction and make employees feel valued, High Commitment Practices seek to make employees feel attached to their institutions while the Human Relations School simply seek to make employees aspire to work because of the satisfaction gained from contributing outputs. With the significant shift in the way firms are motivating their employees in recent years, many companies are beginning to realize that having a “strong corporate culture” is an important ingredient in organizational success. Employee commitment is “replacing traditional controls such as direct supervision and bureaucratic arrangements.” No longer do these high commitment workplaces rely on their CEOs to force the workers to produce, but instead, these workers are self-motivated to bring their best to the company. One company that follows this high commitment model is Google. A little over a decade ago, Google was an unknown. Today, Google not only refers to the multinational corporation which provides Internet-related products and services, but it has also become a common verb many use every day—“just Google it.” What sets Google apart from many companies, however, is its unique corporate culture.