Running Header: The CEO and Organizational Culture Profile 1
Week 8 Assignment 2: Integrating Culture and Diversity in Decision Making
Professor Ronald Jones
BUS 520 Leadership and Organizational Behavior
November 30, 2014
Google, the most widely used web-based search engine, was founded in 1998 by Stanford University graduate students Larry Page and Sergei Brin. As a research project in 1996, Page and Brin began developing a search engine designed to look at the connecting links between web pages in order to determine a site’s authority. In 1998, Page and Brin set up their first data center in ...view middle of the document...
A healthy corporate culture improves the performance of a business in a number of areas, including employee retention, corporate reputation, productivity, and quality of work. Similarly, organizational culture helps to unite employees of different demographics, helps to keep employees motivated and loyal to the management of the organization, creates healthy competition, and defines an organization’s identity (Kelchner, n.d.)
With more than 55,000 employees ("2014 Financial Tables – Investor Relations – Google," 2014), Google topped the list of the “Best Companies to Work For” for the fifth consecutive year, overtaking other tech giants such as Apple, Microsoft, and Hewlett-Packard ("Google - Best Companies to Work For - Fortune," 2014). The one fundamental principle at the heart and soul of Google’s culture – the quality that puts Google at the top of the corporate culture food chain, is trust. Google’s founders realized that their business is premised on the fact that “if we trust the people (who search the internet), they will lead us to the relevant stuff.” Google’s mission is to “organize the world’s information and make it universally accessible and useful.” The founders believe this to their core, which allows them to build a corporate culture that will deliver on this mission, and this is principally organized to deliver innovation (Jackson, 2013).
There are several practices that Google has adopted to build its organizational culture. For example, every Friday, founders Larry Page and Sergei Brin stand on stage and “candidly” answer any questions that employees might have. Their hiring process is very rigorous considering that they have over 2 million applications for 500 jobs. Employee surveys are taken “very seriously,” with a response rate of 90%. Employees are given all the necessary tools to make innovation easy: new computers every 18 months, plenty of server space, 24-hour help desk, and a Radio Shack store on-site (Jackson, 2013). These are just some of the examples of practices that Google has adopted to build a successful organizational culture.
There are of course other perks that Google provides to its employees, which have become part of the company’s organizational culture. For instance, all employees have access to free gourmet food, snacks, and beverages seven days a week. The company also provides free transportation to and from work using Google’s busses. Employees get free fitness classes and gyms, and are encouraged to participate in organized intramural sports. Moreover, The 80/20 rule allows employees to dedicate 80% of time to their primary job and 20% working on passion projects that they believe will help the company. And lastly, if an employee passes away while working there, all their stock vests immediately, and, on top of the life insurance payout, their surviving spouse continues to get half of the employee’s salary for the next 10 years. There's also an additional $1,000/month benefit for any...