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This paper aims to see if Google’s organisational culture is considered the best Organizational Culture.
Organisational culture typically refers to the same company or organisation’s goal, expectations, attitudes, and practices that characterise and outline the nature of a corporation. In addition, it is frequently associated with an organisation’s structure, strategies, operational methods, and approaches. Employment, customers, and investors are all needed to build a more substantial workplace community. The term ‘corporate culture’ refers to the ‘beliefs and behaviours that influence how employees and management interact in a company.’
Google started as a research project of Larry Page, who enrolled in Stanford’s computer science graduate program in 1995. He met fellow CS student Sergey Brin there. As Page began researching the linking behaviour on the World Wide Web, the two stayed in touch. Page envisioned a system that would crawl the internet to determine which pages were linking to other pages, hoping to spawn a new type of search engine. The PageRank algorithm, named after Larry, was created in collaboration with Brin’s math expertise to rank search results based on linking behaviour. The two technologies served as the foundation for the world’s most powerful search engine at the time, which debuted in August 1996 on Stanford’s private network.
One of the ten main reasons Google is unique is its organisational culture. According to Larry and Sergey’s first founder’s letter to all potential stakeholders, ‘Google is not your typical company. We have no plans to become one. Instead, we have managed Google differently throughout its evolution as a privately held company.’ Google has always done things differently. It has promoted a culture of learning and knowledge sharing.
The company believes that every employee has the right to learn and that teaching is the entire organisation’s responsibility. As a result, Google’s employee-to-employee network ‘Googler to Googler’ handles 80% of its tracked training. More than 6000 Google employees are part of this g2g teaching network. This community’s volunteers assist their peers by teaching professional skills (leadership, public speaking, and negotiation), providing 1:1 mentorship, and creating learning materials. A robust learning environment supports these types of programs at Google.
This is described as an open organisational culture, defined as ‘Open organisational culture and leadership also promote teamwork and lively debate to work through ideas and challenges. Company leaders lead by example to strengthen relationships and create a more cohesive community based on teamwork and shared organisational values.’
The theoretical framework of choice will be Edgar Schein’s Cultural Model, which applies to Google Inc.’s corporate mission of ‘organising the world’s information and making it universally accessible and useful.’ The goal of the analysis is to identify Google’s company culture practice as described in the Cultural Model.
The success of Google is linked to the effectiveness of its organisational structure and organisational culture in supporting excellence and maximising innovation. Qualities are long-lasting convictions that impact the general population in the organisation. It controls how the association appears in open eyes. Edgar Henry Schein, a former professor at the MIT Sloan School of Management, is well known for his work in hierarchical improvement, particularly in areas such as career advancement, ability on the board, bunch elements, and social improvements.
Edgar Schein’s Organizational Culture Model identified three distinct levels in organisational societies: ancient rarities and practices, upheld qualities and suspicions, and what became known as Schein’s three levels of traditional culture.
The organisation’s surface is marked by artefacts and symbols that outline the artefacts. They are the visible elements of an organisation, such as logos, design, structure, method, and company dress code. Google Inc has an excellent workspace; associate degree may notice that it is a pleasant place to work, with various amenities like unlimited meals, free cooking classes, gyms, massage for stress, free shuttle bus, and employees. They are visible to staff and visible and recognisable to outside parties.
Following that is Espoused Values, which establishes standards, values, and rules of conduct. Next, however, will the organisation categorise methods, objectives, and philosophies and how they are measured?
Problems may arise when managers’ ideas do not align with the organisation’s fundamental assumptions. It is equivalent to having generous incentive systems, a lean organisational culture, open informal or formal communication, extraordinarily cohesive and cooperative smaller independent groups, and a high level of worker authorisation. Google’s CEO believes that an organisation’s culture isn’t defined by its mission statement or how much money it has made in the past. In a nutshell, its excellent organisational culture attracts top talent and motivates cheerful employees.
Finally, fundamental underlying assumptions are deeply embedded in organisational culture and are perceived as self-evident and unconscious behaviour. It is difficult to make assumptions. Recognise yourself from within Google’s founders have purposefully maintained the company’s culture. The organisation with a university culture to develop more long-term young innovators From university to Google Inc as quickly as possible. According to Moore (2011), Google does not attract employees with a high salary; rather, they are drawn to the casual work environment and thin hierarchy.
Google’s founder leads the organisation without a traditional hierarchy and emphasises the concept of being a Learning Organization. Creating a learning-centred work culture isn’t necessary unless you want to draw attention to your expertise or talents and provide your employees with tools to achieve success and business growth because Google’s corporate culture focuses on innovation.
A learning-focused organisation understands that for information to stick and be beneficial to its employees, it must distribute material in a task-appropriate and push or pull manner. A strong learning culture is achieved primarily by ensuring that employees feel safe to learn. Ask questions and discuss their ideas without fear of being labelled as ignorant. Google also viewed failure as part of the process.
Informal and continuous learning are now commonplace, and a highly encouraging component of employee development is organised into systems in the same way formal learning is. For example, Google has begun to give its employees time to pursue their interests. They have harvested the benefits of a workforce that feels valued and nurtured because a successful company cultivates a system that creates continuous opportunities for learning rather than just providing formal training.
The intensification of information sharing could potentially improve Google’s organisational culture. Even though the company’s cultural characteristics encourage communication and information sharing, such sharing is currently controlled. Google can give employees more leeway in this area to improve the speed and efficiency of knowledge transfer. This suggestion seeks to boost the rate of innovation in the company’s product development processes. Furthermore, Google can improve its corporate culture by implementing new programs to support specialised functions among individual employees. This suggestion seeks to improve employees’ knowledge, skills, and ability to innovate.
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