Google’s organizational culture is represented n several ways which include their management structure, and their public transparency, treatment of employees etc. Google has people who’s sole job is to keep employees happy and maintain productivity. People operations are where science and human resources intersect. And it’s what keeps Google a top-performing company. A Culture Built on Qualitative and Quantitative Data: They’re always testing to find ways to optimize their people, both in terms of happiness and performance. In fact, almost everything Google does is based off data.
Few examples below Lunch Lines: According to Google it’s about three to four minutes. Any longer and they may waste time, any shorter and they don’t get to meet new people. Lunch Tables: If you want employees to meet each other, make the tables long. This will expose them to more people who they can get to know. Deep Technical Knowledge Doesn’t Make the Best Managers: Just because an engineer is ten times more productive doesn’t mean they’ll be the best manager, according to Google. While having deep technical knowledge is important, it ranks as the least important of the 8.
Mission Google’s mission is a bottom-up encapsulation of what excites Google’s, it rates an arena where data and people can be brought together in surprising ways, ranging from Sweepstakes (the vocalism-to-Twitter application launched during the Egyptian revolution) to a father sending his daughter a twenty-first- century message in a bottle . “The translation of our mission into something real and tangible has a huge effect on who decides to join Google, how much engagement and creativity they bring to this place, and even on how they feel and behave after leaving”. Bock, 2011) Transparency ‘Default to open’ is a phrase sometimes heard in the open-source community. Their intranet includes product roadman, launch plans, and employee snippets (weekly status reports), alongside employee and team Okras (quarterly goals) so that everyone can see what everyone else is working on. And if you think about it, if you’re an organization that says ‘our people are our greatest asset,’ you must default to open. It’s the only way to demonstrate to your employees that you believe they are trustworthy adults and have good judgment.
Voice: Believing in a greater good and knowing what’s going on are important, but people then need to be able to translate their beliefs and knowledge into action. We try to have as many channels for expression as we can, recognizing that different people – and different ideas – will percolate up in different ways. The channels include direct emails to any of our leaders; TGIF; various sites and listserv; Google+ conversations (of course); They regularly survey employees about their managers, and then use that information to publicly recognize the best managers and enlist them as teachers and role models for the next year.
Passion, not Perks: Nurturing the people in organization doesn’t require expensive perks or touchy-feely gimmicks. It’s about motivating, engaging and existing – and it can work for anybody. (Bock, 201 1) Google Culture Under Larry Page:On April 4, 2011 Larry Page officially became the CEO of Google, replacing Eric Schmidt. Google had a few issues facing them at the time of the CEO transition, including: Too many products. They had around 50 they were offering, many of which weren’t well maintained. No focus on design – in many cases products hadn’t changed in years Too much bureaucracy.
This led many employees to leave for Faceable, where they could ship code early and often. What’s changes have there been since Page became the leader? More wood Enid fewer arrows. In other words, more focus on fewer projects. Many experiments were shut down (i. E. Google Labs died). There’s a renewed and intense focus on making products beautiful. When Page took over as CEO, he said that the biggest threat facing Google was Google itself. He says that as companies get bigger, it tends to take longer to make decisions.
Things have undoubtedly changed now. They’ve also experimented in some interesting areas, such as self-driving cars, the Google “x phone”, Project Glass. If businesses want to attract top tiered talent that isn’t consumed by making money, they’ll need to Ochs on making a great working culture. This includes the work atmosphere, to the work done, to employee freedom. Google embodied this particular culture because they decided very early on that their focus would be on their employees, hence causing them to opt for an employee-friendly culture.
Google also knew they wanted to be different in their approach to everything and surround themselves with the best people to do just that. A flogger for Isometrics wrote, ” These interview questions may seem unnecessary to some, but they are one method Google uses to filter and find the smartest, most thoughtful candidates. If you want to run an extraordinary company, you need to hire extraordinary people’,(Bubbly 201 3, How Google hires section, Para 7). An organization like Google requires a leader with a bountiful amount of inspiration.
The organizational structure has very few vertical positions, so the few in those positions must be able to inspire the many that will be making decisions during the course of their work. The very nature of Google is to continually change and improve what what they do – help people find what they are looking for. A leader for Google will have to be able to see the big picture and look to the future for ewe and improved ways to remain on the cutting edge. If there is ever a decline for the service of web searching, Google will have to respond by finding ways to adapt to the new demand.
It is the essential reason why they hire the people they do. Google strives to hire the most curious thinkers and smartest people they can get. With the smartest, most thoughtful candidates (Bubbly , 2013), Google has the resources (employees) and means (employees) to adapt to a decline in the demand for it’s primary service – web search.
