Table of Contents
An Opening
Original: This paper is intended to explore the different aspects of the topic.
Paraphrased: The purpose of this document is to analyze the various facets of this subject.
Justification for Chosen Theoretical Framework
Google Inc Corporate culture: Main concepts
Analyse of Corporation Practices
In conclusion
This is the beginning
The corporate culture refers to a shared company goal or organization goal, the same expectations, attitudes, and practices, which define a corporation’s nature and character. It often has to do with the organization’s structure, strategies and operating model. It is essential for an organization to have a well-defined corporate direction. This will help them lead their business or organization. “Corporate culture” is the belief and behavior that guide employees and management in interacting with each other.
Google Inc. officially was established in August 1998 after Andy Bechtolsheim, Sun founder, noticed that Google’s search engine used PageRank technology. Andy offered $100,000 for investment. Backrub was created by Larry Page, Sergey Brin and later renamed Google. Google Inc was founded in 1999 as an online search engine. It celebrated its 21st anniversary in 2019. Google Inc was founded in 1999 as an online search engine. It celebrated its 21st birthday in 2019.
Google Inc. split in August 2015. The companies became subsidiaries of Alphabet Inc. Google’s corporate structure should continue to evolve in light of rapid technological developments and fierce competition. This is to ensure that the company remains competitive in global markets. The company’s business case demonstrates that flatness is a significant factor in determining functions within the corporate structure.
It refers to business function and restructuring resources. These characteristics affect business processes. These features were designed to create innovative and competitive products like Artificial Intelligence, Cloud operations.
Alphabet has a flat organizational structure, which gives business many benefits such as a lack work, high flexibility, and effective two-way communication among senior management.
Justification for Chosen Theoretical Framework
The selected theoretical framework will apply to Google Inc and their corporate mission, which emphasizes “to organize the information in the world and make it all accessible and useable”. It refers to Edgar Schein’s Cultural Model. The Cultural Model defines a group’s culture as “A set or patterns of shared fundamental assumptions that were learned by the group in solving its problems with external adaption, internal integration, and that have worked well enough for them to be valid and can be passed along to new members as the right way to perceive, feel, and think about those problems”.
Google Inc culture encourages employees sharing information to help support innovation and learning. Google employees enjoy a number of cultural benefits, such as free meals, relaxing areas, flexible work hours and pets’ zone. Hofstede’s cultural dimensions may not apply to this study, but it is important that everyone understands that people from other countries might think, feel, and act differently than individuals, even when they are confronted by basic social problems. Hofstede framework also known by national culture is used to recognize differences in culture and discern how business is done in different cultures.
Hofstede’s framework cannot be applied to Google Inc due to their more transparent practices and employee priority that make them the most desirable workplace. Google isn’t a normal company. We are not trying to be. Google has evolved as a privately-held company and we have managed it differently.
Google Inc Corporate Culture: The Main Concepts Qualities are convictions that last and have an impact on the community. It determines the appearance of the association in public. Edgar Henry Schein was born March 5, 1928. He was a Professor at the MIT Sloan School of Management and is best known for his work on hierarchical improvements.
Three levels of organizational culture were identified by Edgar Schein’s Organizational Cultural Model: upheld qualities, suspicions, and ancient practices. This became known as Schein’s three-degree level of authoritative cultural.
Together, symbols and artefacts define the organization’s surface. These symbols are visible parts of the organization such as logos and design. Google Inc offers a great workspace. Associates might notice that it is a friendly workplace. There are many amenities such as endless meals, gyms, massages for stress, and free shuttle bus. External parties can also see and be recognizable these facilities, although they are not visible only to staff.
Next is Espoused values. This issues standards, values, rules, and conduct guidelines. Will the organization define its methods, objectives, philosophies and measures? If managers’ ideas are not consistent with organizational assumptions, problems could occur. This includes a strong reward system, open informal communication and open formal communication, large and supportive small autonomous groups, high worker authorization, and generous rewards. Google’s leader believes that an organization’s culture is not about how much income has been earned in the past. It’s about what the organization values and how its members treat each other. It’s about the great culture of the organization that attracts top talent and makes it easy for its representatives to be cheerful.
Last, the basic assumptions that underlie an organization’s culture are essential. These assumptions are often seen as unconscious behaviors and self-evident. It is difficult to identify assumptions from within. Google’s founders have intentionally maintained a culture that is similar to a university in an effort to develop more sustainable young innovators from universities to Google Inc. Moore (2011) says that Google does not attract people who have the highest salaries. Instead, they draw to the informal work environment and the thin hierarchy. Many believe it is due to the flat, relaxed structure that Google offers. This is in line with Generation Y’s desire for a workspace. Eaves believes that gifted young 20-somethings do not need to. Rather, they will not be interested in a traditional nine-to-five office job. Generation Y were raised in the age of social media, instant e messaging, and video chatting.
Schein’s Organizational Cultural Model was the most common name for the onion models. It is very easy to modify and adjust the external layer. The more complex the layer, and the more difficult it becomes to alter it, the easier it becomes. In the middle of an onion, we find the presumptions.
The quality are located around the middle. These layers can be altered to reveal the ancient images and rarities. This layer is not the only one that contains the quality, but there may be an additional layer that houses the “legends”, people who have played or assumed significant roles in the association and are highly valued.
The onion’s center is composed of suppositions. The center of the onion is made up of suppositions. These are determined by the general population who has a place in the association. They come from observations and encounters. Some of these suspicions are incompletely oblivious and are considered as unavoidable.
Analysis of Corporation PracticesAccording a Forbes Technology Council (2018) analysis Google Inc was named the most successful corporate culture. Google Inc’s corporate culture is what many people envy.
Flexible work schedule
Innovation and creativity are possible with freedom
Workplaces that are fun and exciting
Atmosphere friendly
Googler satisfaction is the focus
Schein framework says that the first layer, which is made up of artifacts, defines Google. They create an environment where people feel comfortable sharing their ideas and are open to new opportunities. Ten Values for the Organization that emphasize user experience. These values help to provide the best possible user experience, solve complex problems and improve Google Maps and Gmail. You must remember that time can be valuable. Therefore, you should give your attention to the right result and emphasize it as soon as possible. Google is people-oriented. They encourage feedback and value the opinions of others. Googlers with a more friendly and flexible culture are more productive and retain their jobs. Assumption is also a representation of culture’s actual values, which are sometimes not easily visible to those who live it. They are often inaccurately described. Sometimes, espoused values might not correspond with assumptions. This could lead to inefficiency, loss or frustration.
Google’s founders have deliberately kept their way of life similar to university culture in order maintain a less corporate environment. Many of Googlers are talented teenagers who attended universities across the globe. There are a few things that can be criticised about this type of organizational culture.
Part of that article was written by Martin (2014). It analyzed the impact of Google’s culture of work and its motivation. Culture is how you live. Shared learning groups solve the problems of outside adjustment. Inward combination. This group functioned admirably enough that it can be considered legitimate. This learning is a collection of convictions and values that can be misunderstood and discarded as fundamental suppositions.
The system includes both ideal strategies and recruitment. It involves three capacity steps, which are analyzing and recruiting as well as interviewing. However, you should use the very best because each employee must agree to it. Google’s trustees are typically made up of pioneers of the specific association that is enlisting. A trust leader is a person who believes in the organization’s value and can take risks to bring about innovation.
Holton (2014) states that adaptability is a culture that encourages risk-taking and failure to learn, individual initiative, quick analysis decisions and the ability to recognize unique opportunities.
ConclusionGoogle founder oversees the company with no traditional hierarchy. It is important to create a learning-centered workplace culture if you are looking to attract talent or expertise, as well as provide tools for your employees to grow their businesses. Google’s corporate culture is innovative and focuses on millennials. Peter Senge was the one who invented “The Learning Organization”, which is based upon five disciplines. Sharma (2017) has written an article that explains 5 of the following five disciplines, which are based upon Peter Senge’s practice for learning organizations.
Systems Thinking – Also known under the name collaborative learning culture. This is the fourth discipline that will allow a learning organization’s transformation to become a reality. It is important to shift the paradigm from being disconnected to interconnect to all, and to stop blaming one thing for an issue. Instead, realize that we are in fact prone to operating, which will cause issues.
Mindset and personal mastery are key to lifelong learning. This is the personal level that requires discipline. Learning organizations require a forward-thinking mentality. Senge explains that this is personal mastery, which involves deepening your individual vision and generating the energy necessary to master some practice.
Mental Models – Room for Innovation. Mental models must be able to recognize and evaluate the unfavorable behavior of others.
Forward Thinking Leadership. It is important to understand that enthusiasm and forward-thinking are both part of the same vision.
Team Learning – Knowledge Sharing. Collaboration is key to team learning.
Learning-focused companies know that information must be shared in a way that makes sense and is not pushy or pully. The key to fostering a culture of learning is to make sure that employees are comfortable asking questions, sharing ideas and not feeling ignorant. Google Inc saw failure as an opportunity to learn and improve.
Not only are they a normal part of employee growth, but also a high-encouraged part of employee learning. Google has made it a point to give their employees the freedom to pursue their interests, and they have seen the results. Successful companies don’t just provide training, they also foster a culture that encourages learning.
Coaching, support tools and training are examples of informal formal learning. Senge (1992), who recommends “System Thinking”, believes that it is essential to make Google Inc culture more effective. The ability to see the whole picture. To recognize patterns and not just individual events. Learning Cultures focuses on informal training. Employees learn from managers and coaches, take risks, review activities regularly, and make decisions based upon empirical data.
