Iacob Ecaterina Maria

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Organizational culture

Organizational culture includes an organization’s expectations, experiences, philosophy, as

well as the values that guide member behavior, and is expressed in member self-image, inner
workings, interactions with the outside world, and future expectations. Culture is based on
shared attitudes, beliefs, customs, and written and unwritten rules that have been developed
over time and are considered valid (The Business Dictionary).
Geert Hofstede, social psychologist and foremost authority on global and organizational
cultures, defines six dimensions:

1.Means vs Goal-oriented
A means-oriented culture is focus on work gets done. Mainly on the work done by the
employees and on the means of risk mitigation. On the opposite end of the spectrum, a goal-
oriented culture identifies with what work gets done. This time the focus is on achieving a
result. organizations with goal-oriented cultures are more effective than those with means-
oriented cultures.
2. Internally vs. externally driven
Employees within an internally-driven culture see themselves as experts; they feel they
know what is best for the client and customer and act accordingly. n the other side, employees
working in an externally-driven culture are very customer-oriented and will do whatever the
customer wants. Their mantra might be, “the customer is always right” and their favorite
metric customer satisfaction.
3. Easygoing vs. strict work discipline
Work discipline alludes to the sum of structure and control. In an easygoing culture, the
approach to work is casual, free, eccentric, and these characteristics encourage a tall level
of advancement.But you way better like surprises and be willing to improvise and adjust! In a
strict culture, there's a reasonable sum of arranging, which leads
to effectiveness and efficiency.
4. Local vs. Professional
In a local organizational culture, employees identify with their boss and their
teammates.His sort of environment risks having a low level of differences, since there are
social pressures to act, see, and conversation in a certain way. Be that as it may,
these characterized standards permit for a incredible sum of consistency. In a company with
a professional culture, representatives distinguish with their calling or the substance of the
work.
5. Open vs. closed system
 In an open system, newcomers are invited effortlessly. Individuals are comprehensive and
take the approach that anybody will fit in well with the organization. A closed system is
more elite, where newcomers ought to demonstrate themselves.
Open societies have supervisors and leaders who are receptive, and in this way tend to see
higher worker satisfaction.

6. Employee- vs. work-centered

In a culture with an employee-centered management philosophy, leaders take responsibility

for the happiness, well-being, and satisfaction of their employees.  a work-centered culture, a
focus on high task performance can come at the expense of employees. In this environment,
there is a low level of empathy for personal problems.

Google’s Organizational Culture

Google's other enterprises include Internet analytics, cloud computing, advertising

technologies, and Web app, browser and operating system development.

Google was founded by Larry Page and Sergey Brin while they were students at Stanford
University. The company was officially launched in September 1998 in a friend’s garage. In
one of the most anticipated Initial Public Offerings (IPO) Google raised $1.67 billion in
August of 2004. Today, Google has over 12,000 employees in offices throughout the world.

They have a set of values and principles.

The founders of Google have since established the company: 10 things we know to be true
and what the values of the company will be.

Google’s mission statement and corporate culture reflect a reasoning that you simply can

“make money without doing evil” which “work should be challenging and the
challenge ought to be fun.” These convictions rule life at Google. The official
mission explanation of the company is to “organize the world’s information and make
it universally open and useful.”

Google is a high-energy, fast-paced work environment. While the dress code might be

“casual” the company attracts and retains some of the brightest minds in the technology
industry. There is a work hard, play hard atmosphere.

The hiring process is objective and the talent selection is solid.Google receives over 1
million CVs in each and less than 0.5% of applications are employed. This is because
recruitment is a complex one: ability and intelligent technique are evaluated, as well as
creative and quick creation.
Google’s corporate culture motivates workers to share data for the reason of
supporting development. Development could be a calculate that empowers the company to
preserve its competitiveness against other innovation businesses, such as Apple, Facebook,
IBM, Amazon.com, Microsoft, Intel, Twitter, and Snap Inc. (Snapchat)

Google has an organizational culture for innovation. The company also emphasizes the
importance of openness among employees, as a way of promoting an innovative mindset. The
resulting innovation applies to Google’s approaches in competing in various industries. For
instance, the company innovates its technological assets and services provided to customers in
the online advertising industry.

The cultural characteristic focuses on achieving excellent results from all areas of Google’s
business. This characteristic of the organizational culture is integrated in human resource
development programs to inculcate an appreciation for excellence among employees.

References:

https://www.slideshare.net/NEETHUSJAYAN/case-study-on-work-culture-in-google

https://searchcio.techtarget.com/definition/Google-The-Company

https://www.thebalancecareers.com/google-overview-company-culture-and-history-2071320

https://www.ukessays.com/essays/business/organizational-culture-of-the-google-company-
business-essay.php

http://panmore.com/google-organizational-culture-characteristics-analysis