Index IntroductionGoogle Organizational CultureGoogle Organizational Culture AnalysisJustification of Analysis TheoryMain Concepts of Google Organizational CultureConclusionRecommendationsIntroductionThis article aims to see whether Google's organizational culture is considered to be the best organizational culture. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original Essay Organizational culture typically refers to the goals, expectations, attitudes, and practices of the company or organization itself that characterize and delineate the nature of a society. Furthermore, it is often associated with an organization's structure, strategies, operating methods and approaches. Jobs, customers and investors are all needed to build a more robust work community. The term “company culture” refers to “beliefs and behaviors that influence how employees and management interact in a company.” Google began as a research project of Larry Page, who enrolled in Stanford's computer science graduate program in 1995. He met fellow CS student Sergey Brin there. As Page began researching link behavior on the World Wide Web, the two stayed in touch. Page envisioned a system that could scan the Internet to determine which pages linked to other pages, hoping to spawn a new kind of search engine. The PageRank algorithm, named after Larry, was created in collaboration with Brin's mathematical expertise to rank search results based on linking behavior. The two technologies served as the basis for the world's most powerful search engine at the time, which debuted in August 1996 on Stanford's private network. Google's Organizational Culture One of the top ten reasons why Google is unique is its organizational culture. According to Larry and Sergey's first founder's letter to all potential stakeholders, "Google is not your typical company." We have no intention of becoming one. Instead, we have managed Google differently as it evolved as a private company.' Google has always done things differently. He fostered a culture of learning and knowledge sharing. The company believes that every employee has the right to learn and that teaching is the responsibility of the entire organization. As a result, Google's employee-to-employee network "Googler to Googler" handles 80% of tracked training. More than 6000 Google employees are part of this g2g educational network. Volunteers in this community assist their peers by teaching professional skills (leadership, public speaking, and negotiation), providing 1:1 tutoring, and creating educational materials. A robust learning environment supports these types of programs at Google. This is described as an open organizational culture, defined as “Open organizational culture and leadership also promote teamwork and lively debate to address ideas and challenges.” Business leaders lead by example to strengthen relationships and create a more cohesive community based on teamwork and shared organizational values.'Google Organizational Culture AnalysisJustification of the Analysis TheoryThe theoretical framework to choose will be Edgar's Cultural Model Schein, which applies to Google Inc.' The company's mission is to 'organize the world's information and make it universally accessible and useful'. The objective of the analysis is to identify Google's corporate culture practice as described in the Cultural Model. Key concepts of Google's organizational cultureGoogle's success is linked to the effectiveness of its organizational structure and organizational culture in supporting excellence and maximizing innovation. Qualities are enduring beliefs that impact the general population of the organization. Check out what the association looks like with your eyes open. Edgar Henry Schein, former professor at the MIT Sloan School of Management, is well known for his work in hierarchical improvement, particularly in areas such as career advancement, boardroom skill, team elements, and social improvements. Edgar Schein's model of organizational culture identified three distinct levels in organizational societies: ancient rarities and practices, sustained qualities and suspicions, and what has become known as Schein's three levels of traditional culture. The surface of the organization is marked with artifacts and symbols that outline the artifacts. They are the visible elements of an organization, such as logos, design, structure, method and corporate dress code. Google Inc has an excellent workspace; you may notice that it is a pleasant place to work, with various services such as unlimited meals, free cooking classes, gyms, stress massages, free shuttle bus and employees. They are visible to staff and visible and recognizable to external parties. Next come the Espoused Values, which establish standards, values ​​and rules of conduct. Next, however, will the organization classify methods, objectives and philosophies and how they are measured? Problems can arise when managers' ideas do not align with the organization's fundamental assumptions. It equates to having generous incentive systems, a lean organizational culture, open communication, informal or formal, extraordinarily cohesive and cooperative small independent groups, and a high level of worker empowerment. The Google CEO believes that an organization's culture is not defined by its mission or how much money it has made in the past. Simply put, its excellent organizational culture attracts top talent and motivates cheerful employees. Finally, basic fundamental assumptions are deeply ingrained in organizational culture and are perceived as overt, unconscious behaviors. It's difficult to make assumptions. Recognize yourself from within Google's founders intentionally maintained the company's culture. The organization with a university culture to develop more young innovators in the long term From university to Google Inc as quickly as possible. According to Moore (2011), Google does not attract high-wage employees; rather, they are attracted to the informal work environment and subtle hierarchy. Conclusion Google's founder leads the organization without a traditional hierarchy and emphasizes the concept of being a learning organization. Creating a learning-focused work culture isn't necessary unless you want to draw attention to your skills or talents and provide your employees with tools to achieve business success and growth because Google's corporate culture is focuses on innovation. A learning-focused organization understands that to retain information and be beneficial to its employees, it must distribute material appropriately to the task and in a push or pull manner. A strong learning culture is achieved primarily by ensuring that employees feel confident in learning. Ask questions and discuss their ideas without fear of being labeled ignorant. Google also considered bankruptcy as part of the process. Informal and continuous learning are now the order of the day, and a highly encouraging component of employee development is organized into systems.