Google's HR Dilemma
Google started by 2 Stanford University graduate students Larry Page and Sergey Brin Beginning in 1996, where they built a search engine called “BackRub” that used links to determine the importance of individual web pages. By 1998 they had formalized their work, creating the company you know today as Google.
Since then, the company based on a simple approach to search has become a leader in IT and one of the big companies in the world having ranks in top 100 best places to work in and highly profitable IT web based and development companies.
Google started with 20 employees in 1988 and since then, the company has grown to more than 20,000 employees worldwide, with a ...view middle of the document...
They created an accommodating culture for engineers “geeks”, an society of creative brains where their behaviours is common among others since they are usually regarded as outcasts and allowed their creativity to run freely with a greet self-esteem. Also, Google concept and vision motivated innovation and this it has to rely on the challenge engineers need for achievement and the power it enables them when they feel accommodated, confortable and in power over their creativity. Thus, they created a system of core values for their staff and what they also believe in through their contribution to Google. It is a culture of shared beliefs where each has the right to integrate freely and join in as they like.
It is again a culture that is unique to Google since the founders wanted to enjoy a loose working environment, creativity enabling environment where creativity and innovation come out as a result of no pressure, at comfort.
Here I can also relate to our study slides by in identifying how Google created such culture and why by adding that Google created this organizational structure (culture) based the productivity and motivation that produces max output of creativity by all staff. HR capitalizes on its Human capacity by developing further confortable working environment for engineers “geeks” .
Also since elephant can dance, but an elephant can be creative within the right environment that results in growth so they created an organizational structure that is flexible, quick, decentralized (no bureaucratic) and autonomous- flat project and product based structure.
As an overall result, Google founder founded also a new culture that perfectly suits their high calibre elite, hand selected engineers in their dynamic competitive and flexible hybrid structure of flat and structured culture so they can enjoy a great sense of belonging and affiliation from others. This is called the Google culture.
“Inspiring Culture- Inspirational Leadership individually and team work- Creating a Culture for Innovation- Competitive Culture- Kaizen Culture- new concept of team work culture.”
“Culture refers to an organization's values, beliefs, and behaviours. In general; it is concerned with beliefs and values on the basis of which people interpret experiences and behave, individually and in groups.”
2- To what extent is their organisational culture going to facilitate/constrain their future growth? Assume that Google plans to continue growing at pre-recession rates. Your recommendations/opinion part should cover the changes that Google will need to make in their organisational culture to cope with the future size of their organisation?
Google has reached a high level of innovation, uniqueness and differentiation from other companies in the way they do business, innovate, and in the way their culture is. Growth has been a good friend to Google and the company has made tremendous amounts of money in recent year taking into consideration that their...