CHAPTER NO 1

1.1 INTRODUCTION
In the 1980's, we saw an increase in the attention paid to organizational culture as an
important determinant of organizational success. Many experts began to argue that
developing a strong organizational culture is essential for success. While the link between
organizational culture and organizational effectiveness is far from certain, there is no
denying that each organization has a unique social structure and that these social
structures drive much of the individual behavior observed in organizations. We will leave
the question of the relationship between culture and effectiveness for another discussion.
Social scientists have explored the notion of organisational culture as a perspective in
organisational theory over the past decades. Current interests in organisational culture
stems from at least four different sources: climate research, national cultures, human
resource management and from conviction approaches which emphasise the rational and
structural nature of the organisation to be unable to offer a full explanation of
organisational behaviour.
Research findings by means of organisational climate surveys that were conducted in the
1970s suggest that organisational culture seems to be a sophisticated approach to
understand the beliefs and attitudes of individual members about their respective
organisations.
Research findings by means of organisational climate surveys that were conducted in the
1970s suggest that organisational culture seems to be a sophisticated approach to
understand the beliefs and attitudes of individual members about their respective
organisations. Consequently, organisational culture is considered to be the great cureall for most organisational problems.

1.2 Objectives of Study

1. To study the concept of organisational culture.
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2. To discuss Characteristics, Types and Importance of Organisational Culture.

3. To study organisational culture of Google.

1.3 Significance of Study

This study helps us to understand the concept of organisational culture as an important
process of quantifying the culture of an organization, it precedes the notion of
organizational culture. It helps us to study organisational culture adopted by Google
Company. We understand the way in which members of an organisation relate to each other
their work and the outside world in comparison to other organisations.

1.4 Research Methodology

This information is been collected from Secondary source such as Reference Book and Edata.

1.5 Review of Literature

Edgar Schein1 transforms the abstract concept of culture into a tool that can be used to better
shape the dynamics of organization and change. He focuses on today's business realities.
Edgar Schein draws on a wide range of contemporary research to redefine culture and

1Edgar Schein, Organizational Culture and Leadership John Wiley & Sons Inc. 2010
2

demonstrate the crucial role leaders play in successfully applying the principles of culture to
achieve their organizational goals.

Peter J. Frost2 explores the connections between culture inside and outside organizations, and
to focus on a diverse range of methodologies useful in understanding organizational symbols,
rituals, language, and distribution of power. It focuses on theoretical discussions and analyses
of organizational culture and how the contributors distinguish the process of cultural change
from the deliberate management of that process.

Mats Alvesson and Per O. Ber3 has discussed broader social trends behind the interest in
organisational culture and symbolism. They discuss review of general arguments and claims
in support of broadly defined cultural perceptive and discussion of culture concepts as
applied to traditional fields of management.

CHAPTER NO 2
CONCEPTUAL FRAMEWORK
Definition: The problem of defining organizational culture derives from the fact that the
concept of organization is itself ambiguous. We cannot start with some "cultural phenomena"
2Peter J. Frost, Organizational culture Sage Publications, 1985
3Mats Alvesson, Per O. Ber, Corporate Culture and Organizational Symbolism: An

Overview Walter de Gryuter & Co. 1992

3

and then use their existence as evidence for the existence of a group. We must first specify
that a given set of people has had enough stability and common history to have allowed a
culture to form. This means that some organizations will have no overarching culture because
they have no common history or have frequent turnover of members.
Other organizations can be presumed to have "strong" cultures because of a long shared
history or because they have shared important intense experiences (as in a combat unit). But
the content and strength of a culture have to be empirically determined. They cannot be
presumed from observing surface cultural phenomena. Culture is what a group learns over a
period of time as that group solves its problems of survival in an external environment and its
problems of internal integration. Such learning is simultaneously a behavioural and an
emotional process. The deepest level of culture will be the cognitive in that the perceptions,
language, and thought processes that a group comes to share will be the ultimate causal
determinant of feelings, attitudes, espoused values, and overt behavior.
Culture can now be defined as (a) a pattern of basic assumptions, (b) invented, discovered, or
developed by a given group, (c) as it learns to cope with its problems of external adaptation
and internal integration, (d) that has worked well enough to be considered valid and, therefore
(e) is to be taught to new members as the (f) correct way to perceive, think, and feel in
relation to those problems. The strength and degree of internal consistency of a culture are,
therefore, a function of the stability of the group, the length of time the group has existed, the
intensity of the group's experiences of learning, the mechanisms by which the learning has
taken place (i.e., positive reinforcement or avoidance conditioning), and the strength and
clarity of the assumptions held by the founders and leaders of the group.

CHAPTER NO 3
3.1 INTRODUCTION TO ORGANISATIONAL CULTURE
Basically, organizational culture is the personality of the organization. Culture is comprised
of the assumptions, values, norms and tangible signs (artifacts) of organizations members
4

and their behaviors. Members of an organization soon come to sense the particular culture of
an organization. Culture is one of those terms that are difficult to express distinctly, but
everyone knows it when they sense it. For example, the culture of a large, profit corporation
is quite different than that of a hospital which is quite different than that of a university. You
can tell the culture of an organization by looking at the arrangement of furniture, what they
brag about, what members wear, etc. -- similar to what you can use to get a feeling about
someone's personality.
Corporate culture can be looked at as a system. Inputs include feedback from, e.g., society,
professions, laws, stories, heroes, values on competition or service, etc. The process is based
on our assumptions, values and norms, e.g., our values on money, time, facilities, space and
people. Outputs or effects of our culture are, e.g., organizational behaviors, technologies,
strategies, image, products, services, appearance, etc.
The concept of culture is particularly important when attempting to manage organizationwide change. Practitioners are coming to realize that, despite the best-laid plans,
organizational change must include not only changing structures and processes, but also
changing the corporate culture as well.
There's been a great deal of literature generated over the past decade about the concept of
organizational culture -- particularly in regard to learning how to change organizational
culture. Organizational change efforts are rumored to fail the vast majority of the time.
Usually, this failure is credited to lack of understanding about the strong role of culture and
the role it plays in organizations. That's one of the reasons that many strategic planners now
place as much emphasis on identifying strategic values as they do mission and vision.

3.2 Key Characteristics of Organisational Culture

1. Innovation and Risk Taking: The degree to which employees are encouraged to be
innovative and take risks.

2. Attention to Detail: The degree to which employees are expected exhibit precision,
analysis and attention to detail.
3. Outcome Orientation: The degree to which management focuses on results or outcomes
rather than on the techniques and processes used to achieve those outcomes.
4. People Orientation: The degree to which management decisions are take into
consideration and the effect of outcomes on people within the organization.
5. Team Orientation: The degree to which work activities are organized around teams rather
than individuals.
6. Aggressiveness: The degree to which people are aggressive and competitive rather easy
going
7. Stability: The degree to which organizational activities emphasize maintaining the status
quo in contrast to growth.

3.3 TYPES OF CULTURE

There are different types of culture just like there are different types of personality.
1. Authoritarian Culture
There is centralization of power with the leader and obedience to orders and discipline are
stressed. Any disobedience is punished severely to set an example to others. The basic
assumption is that the leader always acts in the interests of the organization.
2. Participative Culture
Participative culture tends to emerge where most organizational members see themselves as
equals and take part in decision-making.

3. Mechanistic Culture
The mechanistic culture exhibits the values of bureaucracy. Organizational jobs are created
around narrow specializations and people think of their careers mainly within these
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specializations. There is a great deal of departmental loyalty and inter-departmental

animosity. This sort of culture resists change and innovation.
4. Organic Culture
In this case, authority hierarchy, departmental boundaries, rules and regulations, etc. are all
frowned up. The main emphasis is on task accomplishment, team work and free flow of
communication. The culture stresses flexibility, consultation, change and innovation.

3.4 SUB-CULTURES
Each department of an organization may have its own culture representing a sub-culture of
the system. An organizational culture emerges when there is integration of all the departments
into a unified whole.
Researcher Jeffrey Sonnenfeld identified the following four types of cultures.
1. Academy Culture
Employees are highly skilled and tend to stay in the organization, while working their way up
the ranks. The organization provides a stable environment in which employees can develop
and exercise their skills. Examples are universities, hospitals, large corporations, etc.
2. Baseball Team Culture
Employees are "free agents" who have highly prized skills. They are in high demand and can
rather easily get jobs elsewhere. This type of culture exists in fast-paced, high-risk
organizations, such as investment banking, advertising, etc.
3. Club Culture
The most important requirement for employees in this culture is to fit into the group. Usually
employees start at the bottom and stay with the organization. The organization promotes from
within and highly values seniority. Examples are the military, some law firms, etc.

4. Fortress Culture

Employees don't know if they'll be laid off or not. These organizations often undergo massive
reorganization. There are many opportunities for those with timely, specialized skills.
Examples are savings and loans, large car companies, etc.

3.5 Importance of Organizational Culture

Employees should to be engaged in their work. They yearn for work that is enjoyable,
meaningful and engaging. When they are engaged they are safer on the job, more productive
and more willing and able to delight customers. It is for these basic reasons that
organizational culture matters. It is the right thing for an organization to do - to think about
the work environment, working relationships and how employees do things here.
Focusing on building and sustaining an organizational culture is one way of showing that
people are the organizations most valuable asset.
1. A strong culture is a talent-attractor - The organizational culture is part of the package
that prospective employees look at when assessing the organization. Gone are the
days of selecting the person you want from a large eager pool. The talent market is
tighter and those looking for a new organization are more selective than ever. The best
people want more than a salary and good benefits. They want an environment they
can enjoy and succeed in.
2. A strong culture is talent-retainer - How likely are people to stay if they have other
options and dont love where they are? The organizational culture is a key component
of a persons desire to stay.
3. A strong culture engages people - People want to be engaged in their work. The
culture can engage people. Engagement creates greater productivity, which can impact
profitability.
4. A strong culture creates energy and momentum - Build a culture that is vibrant and
allows people to be valued and express themselves and it will create a very real
energy. That positive energy will permeate the organization and create a new
momentum for success. Energy is contagious and will build on itself, reinforcing the
culture and the attractiveness of the organization.
5. A strong culture changes the view of work - Most people have a negative
connotation of the word work. When the organization creates a culture that is
attractive, peoples view of going to work will change.
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6. A strong culture creates greater synergy - A strong culture brings people together.
When people have the opportunity to (and are expected to) communicate and get to
know each other better, they will find new connections. These connections will lead to
new ideas and greater productivity - in other words, it will be creating synergy.
Literally, 1 + 1 + right culture = more than 10.
7. A strong culture makes everyone more successful - Any one of the other six reasons
should be reason enough to focus on organizational culture. But the bottom line is that
an investment of time, talent and focus on organizational culture will give all of the
above benefits. Not only is creating a better culture a good thing to do for the human
capital in the business, it makes good business sense too.

3.6 Culture Input and Output

Culture is learned. It is both a product of action and a conditioning element of future action,
an input and an output. The internal environment consists of the social and technical systems
of the organization. Thus, in part, culture is the product of these socio-technical systems.
They consist of the decision-making, planning and control procedures of the organization, its
technology, and the procedures for recruitment, selection and training; and are influenced by
the common beliefs, attitudes and values of the members of the organization.
The strategies, structures, procedures and behaviors adopted by management create a work
environment. However, if managers have been members of the organization for some time
they are themselves a product of the culture.
As culture is both an input and an output, it is likely to be self-perpetuating and highly
resistant to change.

3.7 Creation of a Culture

The founders of an organization generally tend to have a large impact on establishing the
early culture. The organizations culture results from the interaction between the founder(s)
biases and assumptions and what the original members of the organization learn from their
own experiences.
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An organizations culture comes from what it has done before and the degree of
success it has had. The ultimate source of an organizations culture is its founders.

The founders of an organization traditionally have a major impact on that

organizations early culture.

They had the vision; they are unconstrained by previous customs or

ideologies.

The small size of new organizations facilitates the founders imposition of

the vision on all organizational members.
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3. Culture creation occurs in three ways:

First, founders hire and keep only employees who think and feel the way they
do.

Second, they indoctrinate and socialize these employees to their way of thinking
and feeling.

The founders own behavior acts as a role model that encourages employees to
identify with them and thereby internalize their beliefs, values, and assumptions.

4. When the organization succeeds, the founders entire personality becomes embedded in the
culture of the organization.

3.8 Keeping a Culture Alive

There are practices within the organization that act to maintain it by giving employees a set of
similar experiences. Three forces play a particularly important part in sustaining a culture:
selection practices, the actions of top management, and socialization methods.
1

Selection

The explicit goal of the selection process is to identify and hire individuals
who have the knowledge, skills, and abilities to perform the jobs within the
organization successfully.

The final decision as to who is hired will be significantly influenced by the

decision makers judgment of how well the candidates will fit into the
organization. This results in the hiring of people who have values consistent
with those of the organization.

Additionally, the selection process provides information to applicants about

the organization. Selection, therefore, becomes a two-way street.

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Exampleapplicants for entry-level positions in brand management at Procter &

Gamble (P&G). Each encounter seeks corroborating evidence of the traits that the
firm believes correlate highly with what counts for success at P&G.
2

Top management
The actions of top management, what they say and how they behave, establish norms
that filter down through the organization as to:
o Risk-taking.
o How much freedom managers should give their employees.
o What is appropriate dress?
o What actions will pay off in terms of pay raises, promotions, and other
rewards?

Socialization
New employees are not fully indoctrinated in the organizations culture. They are
unfamiliar with the organizations culture and are potentially likely to disturb the
beliefs and customs that are in place.

Socialization
The process through which the employees are proselytized about the customs and traditions
of the organization is known as socialization. It is the process of adaptation by which new
employees are to understand the basic values and norms for becoming accepted members of
the organization. Socialization is a process made up of three stages: pre-arrival, encounter,
and metamorphosis.

The first stage, pre-arrival, encompasses all the learning that occurs before
a new member joins.

12

In the second stage, encounter, the new employee sees what the
organization is really like and confronts the possibility that expectations
and reality may diverge.

In the third stage, metamorphosis, the relatively long-lasting changes take

place. The new employee masters the skills required for his/her job,
successfully performs his/her new roles, and makes the adjustments to
his/her work groups values and norm.

Socialization
Process

Pre-arrival

Encounter

Metamorpho
sis

Productivity

Outco
mes
Commitmen
t

Turnover

3.9 How Employees Learn Culture

Stories
Stories typically contain a narrative of events about the organizations founders, rule
breaking, rags-to-riches successes, reductions in the workforce, relocation of employees,
reactions to past mistakes, and organizational coping. They anchor the present in the past and
provide explanations and legitimacy for current practices:

For the most part, these stories develop spontaneously.

Some organizations actually try to manage this element of culture learning

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Rituals
Rituals are repetitive sequences of activities that express and reinforce the key values of the
organization, what goals are most important, which people are important, and which are
expendable.
Material Symbols
The material symbols convey to employees who is important, the degree of egalitarianism
desired by top management, and the kinds of behavior that are appropriate.
Language
Many organizations and units use language as a way to identify members of a culture or
subculture. By learning this language, members attest to their acceptance of the culture and
help to preserve it.
New employees are frequently overwhelmed with acronyms and jargon that, after six months
on the job, have become fully part of their language.
Culture is transmitted to employees in a number of ways; for example, through stories,
rituals, material symbols and language. The process of developing and sustaining
organizational culture is illustrated by the following figure by Robbins:

Top
management
Philosophy of
organization
s founders

Selection
criteria

Organization
culture
Socialization

3.10 CONCLUSION

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The future holds promise for companies that understand and nurture their cultures. Cultures
are not only able to create an environment, but they also adapt to diverse and changing
circumstances. As organizations begin to experience a revolution in structures, the study of
culture and the implications for change will become more important. Understanding of work
group subcultures within an organizations culture will influence strategies for changing
organizational culture and overcoming resistance to change programs.
Changing an organizations culture may be extremely difficult, as the processes that support a
particular organization or a departmental method of working are both interrelated and varied.
Organizational culture is self-perpetuating and highly resistant to change. Changes may cause
confusion, conflict and resistance.
Managers need to understand the nature and role of culture and how it may be altered. When
the role of culture is more clearly defined, managers can better understand its importance in
managing organizational change and its impact on day-to-day decision-making.

CHAPTER NO 4
ORGANISATIONAL CULTURE OF GOOGLE

4.1 INTRODUCTION
Organizational culture means a common perception
held by the organization's members. Google follows
the corporate culture. Googles mission is to organize
the worlds information and make it universally
accessible and useful. Google is home to countless
communities of unique people. They offer hundreds
of internal groups and clubs ranging from runners at
Google to theatre lovers and game developers. Many of these groups are actively engaged in
supporting diversity initiatives both at Google, and in their communities. Google Company
has packed a lot into a relatively young life. Since Google was founded in 1998, weve grown
to serve hundreds of thousands of users and customers around the world. Founders Larry
Page and Sergey Bring met at Stanford University in 1995. By 1996, they had built a search
15

engine (initially called Backrub) that used links to determine the importance of individual
Webpages.

4.2 CULTURE AT GOOGLE

At Google, being you is a job requirement. When they encourage Googles to

express them, they really mean it.

Intellectual curiosity and diverse perspectives drive their policies, their work
environment and our profits. It's the amazing diversity of Googles that allows them to
do extraordinary things.

Google provides some links to follow his culture:

1. Celebrating a culture of diversity: In 2010 they organized the 6th sense a weeklong
event with the theme of "diversity and inclusion" a first in Google India. Over 750 gougers
enthusiastically participated in this initiative to increase employee sensitivity and awareness
of differences across genders, cultures, and sexual orientation.
2. Awards: Google awarded with
many awards here some of them

National Association of
the

Deaf

(NAD)

Accessibility Award

International Gay and

Lesbian

Chamber

Commerce
(IGLCC):

of

Award
2nd

place

2010

Hispanic Bar Association of Orange County - Corporate Citizen Award

UK IT Industry Awards: Organizational Excellence, Diversity in IT Award

16

3. Benefits: The people we hire that make Googles culture what it is. Googles are
smart. They are inclusive, open and transparent, and they care. Googles want to
improve the world.
This creates a
sense

of

community that
brings

people

to Google, and
its why they
stay and this is
not by accident.
Google

works

hard to ensure
an inclusive culture where people can come to work, be themselves and thrive. Below
are some of our programs and benefits that are specifically focused on creating an
inclusive environment for all of our Googles.

Adoption Assistance

Day Care

Mother's Rooms

Maternal/Paternal Leave Program

Domestic Partnership Programs

Accommodation Policies (including those for visually, mobility and hearing impaired
Googles)

Transgender and Transitioning Workplace Support

4. Equal opportunities: Employment is based upon individual merit and

qualifications directly related to professional competence.

They strictly prohibit unlawful discrimination or harassment of any kind, including

discrimination or harassment on the basis of race, color, religion, veteran status,
national origin, ancestry, pregnancy status, sex, gender identity or expression, age,
17

marital status, mental or physical disability, medical condition, sexual orientation or

any other characteristics protected by law.

They also make all reasonable accommodations to meet their obligations under laws
protecting the rights of the disabled.

4.3 DIVERSITY IN GOOGLES WORKFORCE

1. Google has unique pattern of work but there is some minor diversity which makes it
effective.
2. Asians at Google: Asian Google Network (AGN)

The Asian Google Network was formed in 2007 with the goal to support
employee retention and career advancement, educate Google employees
concerning Asian American culture and perform community outreach.

They accomplish this by enabling professional development, networking,

mentorship, community service and knowledge sharing.

Active AGN chapters in the U.S. include Ann Arbor, Boston, Mountain View,
New York, and San Francisco.

3. Blacks at Google: BGN: The Black Googles Network

The mission of the Black Google Network (BGN) is to attract, recruit, retain
and develop Black talent at Google. Since its establishment, BGN has been
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actively involved in supporting diversity at Google and in the communities in

which we operate.

In June 2006, the Black Google Network (BGN) began as a mailing list for
Black people at Google to communicate and establish a community.

BGN members volunteered to attend numerous campus recruiting efforts and

help spread the word about Googles diversity efforts.

4. Women at Google: Google sponsors a variety of internal workplace programs to

ensure that it is a great place for women to work, and sponsors external organizations
and initiatives designed to promote Science, Technology, Engineering, and
Mathematics (STEM) education among women, from middle school girls to female
university students.
5. Google Women Engineers Network (GWE): The GWE International Network is a
group of passionate female engineers that strives to create a community among
members and connect with girls and women around the world.
6. In offices around the world, GWE members create communities, reach out to local
youth, and support Google's numerous education initiatives to generate a greater
interest in STEM among girls and women.
7. Womens Leadership Community (WLC): The Women's Leadership Community
(WLC) at Google is a platform for connecting our senior female Googles.
8. The goal of the WLC is to address leadership challenges in support of personal and
professional development, and has active chapters throughout North America,
Europe and Asia.

4.4 PRODUCTS AND SERVICES

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They provide a variety of services for people and businesses.

With all their technologies from search to Chrome to Gmail their goal is to make it as
easy as possible for you to find the information you need and get the things you need
to do done.

These programs form the backbone of their own business; theyve also enabled
entrepreneurs and publishers around the world to grow theirs.

Their advertising programs, which range from simple text ads to rich media ads,
help businesses find customers, and help publishers make money off of their content.

They also provide cloud computing tools for businesses that save money and help
organizations are more productive.

They build products that they hope will make the web better and therefore your
experience on the web better. With products like Chrome and Android

They want to make it simpler and faster for people to do what they want to online.
Theyre also committed to the open web, so theyre involved in various projects to
make it easier for developers to contribute to the online ecosystem and move the
web forward.

4.5 ROAD MAP FOR GOOGLE

1. Google Inc.: Larry and Sergey named the search engine they built Google, a play
on the word googol, the mathematical term for a 1 followed by 100 zeros. Google

20

Inc. was born in 1998, when Sun co-founder Andy Bechtolsheim wrote a check for
$100,000 to that entity which until then didnt exist.
2. Out of the office: The first Google doodle in 1998 was intended to let visitors to
the homepage know that Googles minders were offline at the Burning Man Festival
in Nevada. Theres now a team of doodlers and theyve posted more than 1,000
different doodles on homepages worldwide.
3. Do-It-Yourself ads: In 2000, we introduced Ad Words, a self-service program for
creating online ad campaigns. Today our advertising solutions, which include display,
mobile and video ads as well as the simple text ads we introduced more than a decade
ago, help thousands of businesses grow and are successful.
4. Gmail: no joke: On April Fools' Day in 2004, we launched Gmail. Our approach to
email included features like speedy search, huge amounts of storage and threaded
messages.
5. Gone public: Our Initial Public Offering of 19,605,052 shares of Class A common
stock took place on Wall Street on August 18, 2004.
6. Location: We acquired digital mapping company Keyhole in 2004, and launched
Google Maps and Google Earth in 2005. Today Maps also features live traffic, transit
directions and street-level imagery, and Earth lets you explore the ocean and the
moon.
7. Broadcast yourself: In 2006, we acquired online video sharing site YouTube. Today
60 hours of video are uploaded to the site every minute. Cat videos, citizen
journalism, political candidacy and double rainbows have never been the same.
8. The little green robot arrives: Amidst rumors of a Gphone, we announced
Androidan open platform for mobile devicesand the Open Handset Alliance, in
2007.
9. The comic heard round the world : Word got out about Google Chrome a day
ahead of schedule when a comic book introducing our new open source browser was
shipped earlier than planned. We officially launched on September 2, 2008.
10. CEO and chairman: Word got out about Google Chrome a day ahead of schedule
when a comic book introducing our new open source browser was shipped earlier
than planned. We officially launched on September 2, 2008.
11. Google+ : In June 2011, we introduced the Google+ project, aimed at bringing the
nuance and richness of real-life sharing to the web, and making all of Google better
by including people, their relationships and their interests.

4.6 THINGS THEY KNOW TO BE TRUE

21

They first wrote these 10 things when Google was just a few years old. From time to time
they revisit this list to see if it still holds true. They hope it does and you can hold them to
that.

Focus on the user and all else will follow.

Since the beginning, they have focused on providing the best user experience
possible. Whether were designing a new Internet browser or a new tweak to the look
of the homepage, we take great care to ensure that they will ultimately serve you,
rather than our own internal goal or bottom line.

Our homepage interface is clear and simple, and pages load instantly.

Placement in search results is never sold to anyone, and advertising is not only clearly
marked as such, it offers relevant content and is not distracting.

Its best to do one thing really, really well.

They do search. With one of the worlds largest research groups focused exclusively
on solving search problems, they know what they do well, and how they could do it
better.
Through continued iteration on difficult problems, they have been able to solve
complex issues and provide continuous improvements to a service that already makes
finding information a fast and seamless experience for millions of people.

Fast is better than slow.

They know your time is valuable, so when youre seeking an answer on the web you
want it right away and they aim to please. They may be the only people in the world
who can say our goal is to have people leave our website as quickly as possible.

Democracy on the web works.

Google search works because it relies on the millions of individuals posting links on
websites to help determine which other sites offer content of value. They assess the
importance of every web page using more than 200 signals and a variety of
techniques, including our patented Page Rank algorithm, which analyzes which sites
have been voted to be the best sources of information by other pages across the
web.

You dont need to be at your desk to need an answer.

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The world is increasingly mobile: people want access to information wherever they
are, whenever they need it. Theyre pioneering new technologies and offering new
solutions for mobile services that help people all over the globe to do any number of
tasks on their phone, from checking email and calendar events to watching videos, not
to mention the several different ways to access Google search on a phone

You can make money without doing evil.

Google is a business. The revenue we generate is derived from offering search
technology to companies and from the sale of advertising displayed on our site and on
other sites across the web. Hundreds of thousands of advertisers worldwide use Ad
Words to promote their products; hundreds of thousands of publishers take advantage
of our Sense program to deliver ads relevant to their site content. To ensure that were
ultimately serving all our users (whether they are advertisers or not), we have a set of
guiding principles for our advertising programs and practices

Theres always more information out there.

Once theyd indexed more of the HTML pages on the Internet than any other search
service, our engineers turned their attention to information that was not as readily
accessible. Sometimes it was just a matter of integrating new databases into search,
such as adding a phone number and address lookup and a business directory. Other
efforts required a bit more creativity, like adding the ability to search news archives,
patents, academic journals, billions of images and millions of books. And our
researchers continue looking into ways to bring the entire worlds information to
people seeking answers.

The need for information crosses all borders.

Our company was founded in California, but our mission is to facilitate access to
information for the entire world, and in every language.
To that end, we have offices in more than 60 countries, maintain more than 180
Internet domains, and serve more than half of our results to people living outside the
United States.

23

They offer Googles search interface in more than 130 languages, offer people the
ability to restrict results to content written in their own language, and aim to provide
the rest of their applications and products in as many languages and accessible formats
as possible.

You can be serious without a suit.

Their founders built Google around the idea that work should be challenging, and the
challenge should be fun. They believe that great, creative things are more likely to
happen with the right company cultureand that doesnt just mean lava lamps and
rubber balls.

Great just isnt good enough.

Through innovation and iteration, they aim to take things that work well and improve
upon them in unexpected ways.

4.7 Seven Secrets of Googles Epic Organizational Culture

Its no surprise that Google has topped the list of Fortune 100s Best Companies to Work
for yet again this year for a grand total of four times.
Their jaw-dropping company campus Googleplex is enough to make any professional drool
for an opportunity to work for the worlds largest search engine.
But as much as Googles headquarters brim with on-site benefits, the true formula behind
their success lies in the intangible: an organizational culture that is the paragon for every
company across all industries.
Lets take a look at some 7 secrets of Googles great organizational culture :
1. Thorough Hiring Process For The Brightest And The Best
Google receives over 1 million resumes each year, with less than 0.5% of all
applicants actually being hired.

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2. Making HR Into A Science

Using numbers to maximize the potential of their employees is one of the things that
Google does best
3. Casual, Democratic Atmosphere
Google is what one would call a flat company, with smaller number of middle
managers and an upper management that is too hands-on to be categorized as
separate, authority figures.

4. Clear Mission And Values: Why You Do What You Do

Having a clearly articulated mission that is prominently communicated to all
employees cultivates an intentional culture an environment where people know why
they do what they do, and love their work all the more for it

5. Practicing Transparency And Open-Door Environment

Companies that value collaboration and encourage transparency will develop a

positive atmosphere in the office that can only make its people more productive.

6. Employee Recognition For Small And Big Contributions

Recognitions like The Founders Award provides incentives for employees to do the
best work they can do, the rewards from which, paid in the form of Google Stock
Units that vest over time, are pretty enticing.

7. Organizational Culture Boosted By Community Engagement Outside Of Work

Events like Googlefest provide opportunities for employees to become involved in

community building and training. Promoting social gatherings in general will allow
co-workers to find different ways to connect with each other aside from the work
setting.
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4.8 CONCLUSION
We studied the characteristics of a learning culture and the implications for leadership of the
realities of creating such a culture in an increasingly turbulent and unpredictable world.
Reviewed the culture change issues at the major stages of organizational development and
focused on the leadership role in developing strategy.
Learning and change cannot be imposed on people. Their involvement and participation is
needed in diagnosing what is going on, in figuring out what to do, and in actually bringing
about learning and change. The more turbulent, ambiguous, and out of control the world
becomes, the more the learning process must be shared by all the members of the social unit
doing the learning. In the end, we must give organizational culture its due. Can we recognize
as individual members of organizations and occupations, as managers, as teachers and
researchers, and sometimes as leaders how deeply our own perceptions, thoughts, and
feelings are culturally determined? Ultimately, we cannot achieve the cultural humility that is
required to live in a turbulent culturally diverse world unless we can see cultural assumptions
within ourselves.
In the end, cultural understanding and cultural learning starts with self-insight.Google is great
search engine for information. People can learn most of things from Google. Google is link
for two people who are at different area. Google create whole world at small screen.

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BIBLIOGRAPHY
BOOKS:
1. Orla ODonnell, Richard Boyle, Understanding and Managing Organisational Culture,
Institute of Public Administration, 2008.
2. Richard J. Black, Organisational Culture: Creating the Influence Needed for Strategic
Success 2003.

Website links till 5th October 2015:

https://new.edu/resources/organizational-culture--

5http://www.google.com/diversity/index.html
http://static.googleusercontent.com/external_content/untrusted_dlcp/
www.google.com/en//diversity/pdf/Google-Diversity-and-Inclusion-2011-Annual-

Report
http://www.officevibe.com/
http://www.managementstudyguide.com/organization-culture.htm

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