Organizational Culture of Google
Google is a multinational company whose primary operations entail the creation of internet utilities. An innovative team of committed employees characterizes this organization and this is attributable to its organizational culture. This organization has established and maintained a culture whose driving force is the workforce that is behind its innovative image. The management acknowledges the employees as the force behind its success in achieving its current technological status.
As such, the company hires qualified people who are not only determined excel, but also technological savvies. It is also vital to note that this company insists on ability instead of a traditional approach that entails looking for the most experienced persons. Google identifies the ability that enhances the establishment of an innovative workforce. According to the management of this company, experience can limit a company to traditional and conservative approaches in doing business.
Hiring employees from diverse cultural backgrounds is also another characteristic of Google’s organizational culture. However, unity is depicted by the workforce when it comes to sharing the organizational goals and vision. This is very important because it has enabled the workforce to reflect a good image to the global audience which the organization targets. Google also has notable motivation strategies more so the policy of ‘Innovation Time-off”.
Through this policy, workers are allowed to spend 20 percent of their time at the workplace in the projects that they find interesting. This has played a vital role in the development of various segments including Gmail, Orkut and Adsense. The workforce gets primary motivation from the philosophy of the company which is to keep the user’s interest first. This involves giving users the best experience.
This serves as the driving force of the workforce enabling it to develop internet utilities that reflect the professionalism of the organization. Workers also uphold discipline and their view is that perfection has no end. Completion of one project is perceived as a startup rather than the end of a project. As such, workers are propelled to keep working so that they can come up with internet utilities that incorporate more elements and aspects that enhance the experience of the users (Lukas, 2013).
Edgar Schein Model of Organizational Culture
The organization is popular for its unique artifacts. These have played a vital role of making it attractive to the employees. The company allows employees to wear casual dresses. Freedom is allowed to the employees when it comes to approaching projects. Employees are also offered quality facilities. They use them for recreational purposes across the world. Value is the other element of Schein’s model. Properly thought processes and innovation are common characteristics of the employees. This has played a critical role of enabling the organization to remain a global leader in the development and provision of internet utilities.
Different innovative products of the company have been attributed to workers. Additionally, this has enabled the company to come up with services and products that earn the organization more revenue. The organization has assumed values as well. Schein’s model states that these are immeasurable but very influential values. Technological innovation is perceived as the driving force of the organization.
This is a shared value among stakeholders who include clients and workers. The implication of this is that workers have to uphold technological innovation as a value by employing innovative technologies in what they do at the workplace. The employee-employer relationship is also an outstanding artifact of this organization. Everybody in the organization is allowed to develop a utility that would interest consumers (Hogan, 2013).
Hogan, S. J., & Coote, L. V. (2013). Organizational culture, innovation, and performance: A test of Schein’s model. Journal of Business Research, 1(1), 46 – 49,
Lukas, B. A., Whitwell, G. J., & Heide, J. B. (2013). Why Do Customers Get More Than They Need? How Organizational Culture Shapes Product Capability Decisions. Journal of Marketing, 77(1), 1-12.
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