Google’s culture can be analyzed through evaluating various artifacts. However, of great essence is the fact that Google corporate culture is integrated and constitute of four major elements namely reward, mission, fun and innovation.
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This corporation’s corporate culture has extensively depicted success and the significance of adopting a strategically suitable culture. The culture at Google fits all the needs and demands of the marketplace and the corporation itself.
From the clients’ perspective, Google has a culture of improving and developing more websites that offer fun and reliable services to all users. This corporation always boasts of its unique and creative culture which is presented to the clients via the fun and innovative services provided at each touch point.
Through Google’s corporate architectural culture, the company has been capable of instituting individuality before the public and its employees.
This culture exploits the overall symbolic code by setting Google away from its operational environment (Towers 14). As its corporate culture, Google hardly offers customary working environment. Clients entering Googleplex have a sense of fun and extravagance which makes Google extremely wacky.
Google is quirky as regards to organizational culture given that its corporate culture has reflective motivation effects on the personnel. Levy claims that, Google flourishes in a virtuous circle of effect by virtue of treating its workforces well (p.50).
The company offers activities like free ski holidays, free movie nights for families and staffs as well as other social excursions which have assisted Google to create strong social bonds amid employees. These activities help Google to encourage its workforce to play-hard and work-hard.
The attractive fringe benefits offered to employees and social unity created amid employees has enabled Google to create an organizational culture where employees can share ideas and informal knowledge, hence becoming innovative.
Google encourages a united culture through various motivations. Google high employees’ retentions and motivations are not just because of the fringe benefits, monetary rewards or the working environment at Google, the culture is deeply rooted. The company has created a corporate culture that surpasses the basic social esteem, safety and psychological needs.
The employees at Google are mission inspired since they trust that they work to make a difference in the entire globe. Google’s mission is to organize and make all global information universally accessible. Employees are motivated about the opportunities they have and the company itself (Denison 620). Such motivations make employees to belief that Google has its values and missions aligned with those of employees.
Google similarly has a culture of encouraging its employees to innovate. The company has a rule where twenty percent of the total employees’ time must be spent on projects an employee desires (Allegrezza 2). Provided an employee’s project becomes popular, Google gives an opportunity to that worker to concentrate in the development of that project.
This rule is deemed pivotal to the success of Google since it encourages workers to think widely towards the development of unheard of novel products. While the company encourages innovations, this has not merely given rise to external marketplace success, it brought about a profound internal impact on Google’s organizational culture.
The company trusts employees to develop new products and offers resources as well as time to encourage employees to innovate. There are no hierarchical consultations on individuals’ actions because Google trust employees with its corporate welfares (Piper 27). The flat organization culture and innovations inspirations has helped Google to achieve it competitive edge and market dominance.
In conclusion, the cultural performance link has enabled Google to empower its employees and encourage innovation because the company has the most talented employees globally.
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The company is much keen in attracting, recruiting and retaining the right staffs while offering employment packages that are intended to make the staffs lives much easier. The good fit culture has enabled Google to meet the marketplace demands, staffs and shareholders besides being financial viable.
Allegrezza, Ray. “Google’s Way to Lure Talent”. Furniture Today, 29.19 (2005): 2-3. Print.
Denison, Daniel. “What is the Difference Between Organizational Culture and Organizational Climate? A native’s View on a Decade of Paradigm Wars”. Academy of Management Review, 21.3 (1996): 619-654. Print.
Levy, Stephen. “Next frontiers: All eyes on Google”. Newsweek, March 29, 2004: 48-58. Print.
Piper, Pied. “Google Spawn: The Culture Surrounding Google”. Searcher, 12.6 (2004): 26-32. Print.
Towers, David 2006. An investigation into whether organizational culture is directly linked to motivation and performance through looking at Google Inc. PDF file. Web.