Analysis of Google's Organizational Culture and Practices

This report provides an in-depth analysis of Google's organizational culture, specifically focusing on its impact on employee socialization, innovation, and overall success. The report examines the Googleplex campus environment, highlighting key aspects such as team-oriented culture, employee friendliness, and the encouragement of creativity and risk-taking. It delves into Google's socialization process, from recruitment to continuous learning, emphasizing the importance of collaboration and employee interaction. The report also explores Google's organizational structure, HR practices, and the benefits and perks offered to employees, such as flexible working hours and pet-friendly policies, which contribute to a conducive and inspiring work environment. Furthermore, the report emphasizes Google's focus on end-users and its strong, effective, and relevant culture for today's business environment. The report also references several academic sources to support its findings.

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Google Inc.: Culture, Socialization and gender interaction.
The organizational culture of the Googleplex campus located in Mountain View,
California is the sum total of shared beliefs, assumptions, and expectations and shared values.
This culture organizes and integrates various groups of people to work together harmoniously.
Google's organizational culture is based on simple but futuristic thought which is shared among
its employees. Google's culture is team oriented (Galpin 15). There is a lot of collaboration
between the employees at Googleplex campus. This culture encourages people to be innovative,
creative and to think differently. It discourages traditional thinking. Employees thus work with a
lot of integrity for the good of the organization. Google’s main goal is to make information
universally accessible. In order to reach the whole world, Google is constantly organizing the
world’s information. The organization's culture is the key to success and it helps to drive
performance. At the Googleplex campus in Mountain View, California, employee friendliness is
a key organizational culture that will aid in realizing the goals of the organization. This type of
culture promotes employee motivation and thus helps in boosting employee morale to work more
in order to achieve the organization’s goals.

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Given that Google’s goal is to provide information to the world, then it would require
nontraditional thinking in order to achieve its goals more effectively. The prevailing culture
encourages a democratic atmosphere. According to Duhigg in his work "What Google learned
from its quest to build the perfect team,” this is what has earned the organization the title of a
"Flat" company. Googleplex campus has one of the most influential cultures that is all-inclusive,
productive and friendly. The larger culture at all branches of Google encourages creativity,
innovation and is democratic in nature. Googleplex campus reflects the true culture of Google all
over the world. Employees have time for exercise and other activities. The culture gives people
more freedom. Google has come to the realization that people are more productive when they are
free and when they have the freedom of thought. Control is one thing that Google does not allow
in its organization's culture. The culture is conducive to achieving this goal in that it Google's
culture is characterized by risk-taking, innovation and above all employee friendliness. Google is
often challenging its employees to take risks since taking risk is one of the best ways by which
new inventions may be arrived at. As one of the most user-friendly search engines, Google is
seriously working on technological innovations in order to achieve this its goal.
Google has the best perks for its employees. In its socialization process, Google has a list
of items on its list that it requires new employees know. The process of socialization starts at the
recruitment process. Google expects new employees to show leadership and collaboration skills.
Upon recruitment, new employees are observed for a given period in order to stir confidence.
They are also asked how their interaction with the other team members is. Google values
collaboration given that most activities require teamwork (Leekha 50). Googleplex campus has a
policy that ensures that it facilitates continuous learning for its employees. Employees are only
assigned to tasks that they cherish so that they can learn continuously. Compared to other

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organizations, Googleplex campus is employee oriented. It does a lot for its employees. This
socialization structure helps in accomplishing the goals of Google in that employees get to learn
the ropes faster. Through interaction and teamwork, new employees are able to quickly adapt to
the organization’s way of doing things. Employees have the chance to interact through the
various opportunities availed by Google (O’Reilly 600). Google includes normative
organizational culture too to accomplish its goals since all its members have the same vision and
are geared towards achieving the same results. Google’s organization structure is collegial
Google's organizational structure is kind of a cross-functional. This is kind of a technical matrix
of the organization. The Google's organization is flat in a way, therefore encouraging interaction
between employees. Managing teamwork is thus easy under this kind of a structure given that
there are no hierarchical barriers (Ruiz-Palomino 100). This means that bypassing middle
management is allowed and very much acceptable. Building successful team requires specific
norms within the organization. It is one of the surest ways to build teams. The role of human
resource (HR) at the Googleplex campus is to ensure employee satisfaction. The HR plays a
critical role right from the time of recruitment. HR is tasked with managing employees well and
after hiring them. Employee motivation remains as one of the very roles that HR has to play
within the organization. In this regard, the HR has designed a variety of benefits as well as perks
just for the employees. Some of these perks include the following: Casual dressing when coming
to work, Flexible working hours, Pets are also allowed (Brooke 5). These are some of the norms
that help make Googleplex an outstanding organization. Others include onsite gym among other
others.
By relaxing dressing rules, Google makes the working environment and less stressful.
Employees find it conducive to go to work in their casual wear. The employees are also allowed

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to bring their pets to work. This is something that rarely happens in other organizations.
Balancing work with fun is another very important achievement that shapes the culture of
Google. Despite being one of the world’s leading search engine, it is not all work at Googleplex
campus, there is time for games (Auernhammer 157). Google employees have enough space to
have fun. Google’s culture is inspiring. It is a culture of collaboration and teamwork. There is
trust and employees have a lot of freedom to be innovative and to come up with new ideas. This
culture is strong, effective and relevant for today’s business environment. This culture is strong
in as much as it is difficult to imitate (Chang 440). Google's culture encourages its employees to
focus on the end user. This requirement ensures that all the products developed by Google are
efficient and suitable for the work they are meant to do. Through this culture, Google has proved
that focusing on the end user is the key to acquiring a huge revenue flow.

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Works cited
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and innovation: Towards the Freiraum model." Journal of Information Science 40.2
(2014): 154-166.
Brooke, Jan vom, and Michael Rosemann. Handbook on Business Process Management 2:
Strategic Alignment, Governance, People, and Culture. Springer Publishing Company,
Incorporated, 2014.
Chang, Christina Ling-housing, and Tung-Ching Lin. "The role of organizational culture in the
knowledge management process." Journal of Knowledge management 19.3 (2015): 433-
455.
Duhigg, Charles. "What Google learned from its quest to build the perfect team." The New York
Times Magazine 26 (2016): 2016.
Galpin, Timothy, J. Lee Whittington, and Greg Bell. "Is your sustainability strategy sustainable?
Creating a culture of sustainability." Corporate Governance 15.1 (2015): 1-17.
Leekha Chhabra, Neeti, and Sanjeev Sharma. "Employer branding: a strategy for improving
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O’Reilly III, Charles A., et al. "The promise and problems of organizational culture: CEO
personality, culture, and firm performance." Group & Organization Management 39.6
(2014): 595-625.
Ruiz-Palomino, Pablo, and Ricardo Martínez-Cañas. "Ethical culture, ethical intent, and
organizational citizenship behavior: The moderating and mediating role of person-
organization fit." Journal of business ethics 120.1 (2014): 95-108.