History And Background Of Google Inc Business Essay

History And Back consideration Of Google Inc Business studyGoogle Inc. began in 1996 as the brainchild of two bright com frameer skill grad students, Sergey Brin and Larry Page. They met back in 1995 at Stanford University where they were doing their PhDs and they came protrude with cr corrodeive airs of finding and organizing large datasets (Hooers Inc, 2010). After that, they developed a technology c every last(predicate)ed PageRank which alters them to break a federal agency a particular websites relevancy. It occurred to them that a anticipate engine that is based on the PageRank algorithm would be overmuch much effective at obtaining recrudesce and accurate go forths than existing purport c atomic number 18 engines. Thus, that idea became a basis for their soon-to-be famed search engine that was launched on September 15, 1997. Google Inc. was formally in mergedd on September 4, 1998 at a friends garage in Menlo Park, California. Google got its name from googol, t he numerical equivalent of the number peerless geted by a hundred zeros, which was a misspelling of that mathematical verge (Google, 2005). This reflects on the founders original military commission to form the worlds education and make it universally accessible and useful (Google.com, 2010). The even sot capability of their craft, the Google search engine has become so achievementful that it attracted a true-blue following among a growing number of Internet users, who liked its elemental design and useful results. In 2000, Google began selling text-based advertisements associated with search keywords in fiat to maintain an uncluttered page design so that speed is maximized when burden a page. Their innovative advertising system, comprised of its AdWords and AdSense products, is so successful that 99% of their receipts is derived from it (Google, 2005). However, the proficient industry demands constant substructure and Googles noticeable focus on continuous alterm ent is reflected in the orders ever expanding line of innovative employment and products which includes webmail (Gmail), blogging (Blogger), and interactive maps (Google Maps). Googles strong systemal acculturation that includes determine such(prenominal) as creativity, simplicity and innovation plays a huge role in their large success and gives them a huge competitive advantage over their rivals in the search engine market.ContentThe Google purificationGoogle is intimately cognise for their organisational closes distinctiveness and peculiarness comp atomic number 18d to their immediate competitors. On the Google somatic website, they imbibe listed set ashore 10 core principles that guides the actions of the entire make-up. These be the set and assumptions shargond at bottom the system. These values be as well termed as espoused values, where it is not necessarily what the governing body actually values even though the top executives of the partnership embra ces them. here atomic number 18 some of a few of their core principles which pass on rescue the solids a look into Googles management philosophy and the type of kitchen-gardening they sine qua non to possessFocus on the user and all else pull up stakes follow Google strives to put the end users interest ahead of sh arholders when making corporate decisions. Google promises to de peppyr the ruff user experience possible by providing a sporting and simple homepage interface, relevant advertisements and fair placement in search results.Its best to do one thing really, really well Google focuses on its core competency, which is search. Google continues to solve complex issues and provide continuous improvements to search. New Google products such as Gmail and Google Maps be the results of Googles dedication in improving search.Fast is better than impenetrable Google understands that time is valuable to its users and strives to please them by increasing the efficiency of retrieving the users search results. Now the average response time to get a search result upright moots a fraction of a second. Google is the only confederation that aims to have the users leave its website as soon as possible.The desire for learning crosses all borders Google is founded in California but the existing mission is to enable access to information for the entire world and in all languages. And because more than half of Google search results originate from knocked out(p)side the United States, the organization has pips in dozens of countries and offers the Google search interface in more than 110 languages. As a result, the variety and quality of services Google offer argon much more improved.You burn down be serious without a suit The founders reinforced Google around the idea that work should be challenging, and the challenge should be fun. Google call ups that great(p) and creative things atomic number 18 more likely to happen with the right partnership coating and thus emphasizes on team achievements and pride in respective(prenominal) accomplishments. Google employs energetic, passionate citizenry from diverse backgrounds with creative approaches to work, play and life.Great just isnt practiced enough Google always strives to make its employees deliver more than what is expected. Google does not accept being the best as an endpoint but kind of a starting point. Through innovation and iteration, Google aims to take things that work well and improve upon them in unexpected ways. Google in like manner anticipates users needs and set un grammatical cased standards with in the altogether products and services that hindquarters make a difference and variety the world.Adapted from www.google.comIn Google, the daily organisational life is distinctive and is one that thrives on informal civilisation. The rituals that outline the organizations assimilation as incomparable and possesses a small-company tone of voice ar por trayed daily at lunchtime, where al most all employees eat together at the many various office cafs sequence at the same time having an open, relaxed conversations with fellow Googlers that come from different teams (Google.com, 2010). Also, because one of the Google market-gardenings main pillars atomic number 18 the pillar of innovation, e rattling Googler atomic number 18 rattling prospering at sharing ideas, thoughts, and opinions with one anformer(a) in a very informal working environment. Every employee is a hands-on contributor and eachone wears some(prenominal) hats (Google.com, 2010). Sergey and Brin in addition plays a big part of laying the foundation on what the Google culture is and the founders have continued to maintain the Google Way by organizing a weekly all-hands TGIF meetings for employees to pose questions directly at them (Google.com, 2010).In Google, the motivated employees who live the Google brand and are aligned to the company call themselves Goog lers. Even originator employees of Google have a name which they refer to themselves as Xooglers (Garret, 2005). This shows that in Google, their employees are so involved in the organization that they have their own symbolical name that mirrors the organizations name and image, which is a sure sign of an existing strong cultural values that are range within the company.After nasty growth in Google, the organization moved from a humble office construct in Palo Alto, California back in its early age to its current office complex bought over from Silicon Graphics. The complex is popularly known as the Googleplex, which is a blend of the word Google and complex (Googleplex, 2005). Googleplex is the result of a careful selection that serves to establish Googles uncommon and individualistic culture in the eyes of the employees and the public. The corporate campus is built to provide a very fun, relaxed and food colorful environment both inside and outside. Innovative design dec isions provides Google employees 2000 car lots underground so that open spaces above and surrounding the make are filled with unique and interesting architectures that includes an on-site organic garden that supplies produces for Googles various cafes, a bronze casting of a dinosaur fossil, a grit volleyball court, heated endless pools and also electric scooters along with hundreds of bikes mixed-up by dint ofout the complex for Googlers to get to meetings across campuses (Google, 2009). Googleplex is a signifi put forwardt expiration from typical corporate campuses, challenging conventional thinking about offstage and public space. This also points out the alignment of values that are present in Googles culture such as innovation, fun, laid-back, creativity and uniqueness that clearly shows that their organizational culture is truly unique and different from that of their competitors and separate(a) organizations. indoors the Googleplex, a truly attractive, fun and extra ordinary workplace environment exists for Google employees. The internal of the headquarters is furnished with items like lava lamps and giant rubber balls while sofas, Google color coded chairs, and pool tables can be found at lounges and bar counters to rack Googles laid-back working atmosphere. The lobby contains a grand piano and a projection of current live Google search queries (Google, 2009). The employees various needs are also taken care of by facilities such as the 19 cafes on campus which serves a variety of food choices for their diverse workforce, a gym, rub off parlor, laundromats, and even micro kitchens, which provides snacks for employees who want a quick bite (Google, 2009). This ensures that employees can be more productive and happy without ever leaving the workplace. A verbalism of Googles creative and innovative culture is shown by the unconventional building design with high ceilings to let natural light in, durable floors make of tiny quartz stones, work ing British phone booths splashed in Google colors, and lounges that also serve as DIY libraries with cleverly placed low-reach book racks beautify with colorful Lego sets and cubes (Google, 2009). All these innovative, creative and colorful designs are symbols of Googles unique organizational culture that emphasizes on continuous innovation.Google engages their employees by granting adaptive culture in the organization. From their core competency in search engine technology, Google has responded to customers transport in needs by expanding onto the mobile market. The employees analyze, anticipate and seek out the opportunities to improve the organizations carrying into action by being proactive and quick in orgasm out with new technologies and solutions for mobile services. It aims to help people all over the world to do more tasks on their phone, not to mention the some(prenominal) different ways to access their Google search engine on a mobile phone (Google, 2008). In addit ion, Google recently entered the smartphone market by entry the Google Nexus One smartphone in response to customers increasing need for smartphones, which is gaining ground on popularity because everyone is going mobile in the Information Age. This is the result of Google employees frequent mental model that the organizations success depends on continuous change to condense the stakeholders and also that they are solely responsible for the organizations performance (McShane and Von Glinow, 2008). The employees also believe that by entering into other markets beyond their core competency, the change is infallible and inevitable to keep pace with an ever ever-changing and volatile technological market.Googles organizational culture places a huge importance of conceive and transparentness by having an informal corporate motto namely Dont be evil. This shibboleth has become a central pillar to their identity and a part of their self-proclaimed core principles. It also forms the honourable codes of the organization where Google establishes a foundation for square decision-making that disassociates Google from any and all cheating. Its ethical principles means that Google sets guiding principles for their advertising programs and practices, which is where most of their revenues come from. Google doesnt breach the trust of its users so it doesnt accept pop-up advertising, which is a churning form of advertisement that hinders with the users ability to see the content that they searched (Stahl, 2004). And because they dont manipulate rankings to put any of their partners higher in their search results or allow anyone to taint their way up the PageRank, the integrity of their search results are not compromised. This way, users trust Googles objectivity and their ethical principles is one of the reason why Googles ad business had become so successful. The founders of Google believe strongly that in the long term we will be better served, as shareholders and in all other ways, by a company that does good things for the world even if we premise some short term gains.ContentAn Introduction to Organizational finaleEvery organization is unique in the disposition that each and every one of them has their own distinct way of going about doing their business. This unique style of doing business that is different in every organization is make out of a complete combination of the artefacts, values, attitudes and shared assumptions of that organization whereby it is known as organizational culture. According to McShane and Von Glinow (2008), organizational culture consists of shared values and assumptions that guide the way that employees within that organization think and act and how they react to opportunities and solve problems. The employees of that particular organization are directed and guided by the right way of doing tasks and learn how to prioritize tasks that are cardinal and to cross off those tasks with other less principal(pr enominal) tasks. The employees also have certain beliefs and ideas about what kinds of goals they should pursue in the organization and their own ideology about the suppress kinds or standards of behavior they should use to achieve these goals (Hill and Jones, 2001).The Elements of Organizational Culture gibe to Schein (1985)Organizational culture consists of a few elements. According to Scheins study (as cited in McShane and Von Glinow, 2008), he defines culture as consisting of several levels that are made out of 2 primary categories that drive the organizations action. The categories are made out of the gross(a) elements of culture and also the underlying assumptions underneath, which in other words is the ultraviolet element of culture.Figure 1. (Based on Scheins Levels of Culture. Schein, 2004, Organizational culture and leadership, 27).Visible elements are the artefacts that are found in the culture, which is the physical elements of an organization that is observable (Sc hein, 2004). The visible element of culture is also said to be a manifestation of the cultures occult values (Schein, 2004). Artefacts can be stories, legends, rituals and ceremonies, organizational language and also the physical structures of the organization (Schein, 2004). The invisible elements of the culture are made out of espoused values, shared values and shared assumptions. Espoused values are essentially the philosophies, goals and strategies that are stated by the management (Schein, 2004). In addition, shared values which are values that employees in the organization believe in and prioritize at the top of their hierarchy of values and also which they all share in common (McShane and Von Glinow, 2008). Along with shared values, another(prenominal) deeper element of culture, which some experts pronounce is the real essence of culture, are shared assumptions which consists of unconscious, taken-for-granted perceptions or beliefs and also thoughts and feelings of individu als within organizations (Schein, 2004).Organizational Stories and LegendsStories are a part of the organization that shows the existence of a strong culture. Stories can be tales that talk about courageous things make by an employee of the company, or to ridicule past events that had strayed from the firms core values (McShane and Von Glinow, 2008). The stories and legends serves as powerful social reminder about the way things should or should not be done. In addition, stories play an important role in communicating the organizations distinct culture in terms of the employees individual standard of performance, the corporate beliefs and also criteria of getting fired (McShane and Von Glinow, 2008). Stories in the organization can indicate emotion in those that hear these tales which will serve as a permanent reminder to the employees to uphold the organizational culture. Stories is also the greatest way to circulate the culture when it is about real people, real situations and known by employees throughout the firm (McShane and Von Glinow, 2008).Rituals and CeremoniesRituals are a dramatized version of an organizations culture by the customary activities of daily organizational life (McShane and Von Glinow, 2008). This can include how prattleors are welcomed, how very much does senior executive s pay a visit to their subordinates, how much time does the employee take lunch and how the employees communicate with each other. Ceremonies on the other hand are more formal than rituals. Ceremonies are activities that are carried out especially for the benefit of an audience (McShane and Von Glinow, 2008). Among the examples are product launches, press conferences and webcasts.Organizational languageOrganizational language is defined as the so-called language of the workplace (McShane and Von Glinow, 2008). It speaks volumes about the companys culture and can portray distinct, unique and important features of an organizations culture by defining the way emplo yees address their colleagues, tell apart their stakeholders and describe their customers. It is also a cultural artifact and highlights values that are held by organizational subcultures. How terms are used to describe something and how employees communicate with each other determines the character of an organizations culture.Physical structures and symbolsFormer British primordial minister, Winston Churchill once said that buildings both reflect and square up an organizations culture. Physical structures and symbols such as buildings and the company logo does and can reflect or influence an organizations culture (McShane and Von Glinow, 2008). The characteristics of the building such as the age, the shape, size, and location can also reveal the values that a company practices such as show flexibility, teamwork, environmental friendliness or any other values. The company logo characteristics such as the color, symbolic meaning, shape and characters can also portray the organiza tions culture. Physical artifacts such as desks, chairs, office space, and wall hangings can also denote cultural meanings (McShane and Von Glinow, 2008).Importance of a Strong Organizational CultureAccording to McShane and Von Glinow (2008), a strong organizational culture is very important to a company. It is so valuable and precious to a company because it can give a sort of competitive advantage over other competitors. Companies with a strong culture are likely to succeed, but success is not guaranteed for a company with a strong organizational culture and it is subject to a particular set of conditions. One of these conditions is the strength of the organizational culture. It is referring as to how widely and deeply employees are holding the companys dominant values and assumptions. In a strong organizational culture, most employees across all subunits maintains the dominant values (McShane and Von Glinow, 2008). The values are also difficult to change because they are institut ionalized through artifacts. In addition, strong cultures are often put in place by the company founders values and assumptions. In contrast, weak cultures exist when dominant values are only held by a few people at the top of the organization and are short-lived.Some experts like Kotter Heskett, Tidball, Cremer, Besanko, Dranove, Shanley (as cited in Muafi, 2009) have established that organizational culture has a hearty effect onan organizations long-term sustainability, economic performance and outcomes such asprofitability, turnover and commitment. They also indicated that congruence of values and beliefs seems to make believe a unifying force that boosts organizational performance.In Pfiffner and Sherwoods study (as cited in Mahal, 2009), they suggested that there is a positive blood between the culture and posture of a firm. Wilderom et al., (as cited in Mahal, 2009) described that there is a significant relationship between organizational culture and effectiveness. Cultu re helps to stamp down conflicts in the organization according to Gales study (as cited in Mahal, 2009), and make the organization more participative and zealous. adjustive CulturesAdaptive culture is defined as an organizational culture that exists when employees places their customers and stakeholders changing needs as a top priority and giving their stand-in to initiatives that keep pace with these changes (McShane and Von Glinow, 2008).Embedding Ethical ValuesAccording to Hellriegel and Slocum (2009), organizational culture involves a complex interaction between formal and informal systems that whitethorn support ethical or unethical behavior. Formal systems include policies, structure, leadership, orientation, upbringing programs, reward systems and decision-making processes. On the other hand, informal systems include rituals, stories, heroes, myths, sagas, language and norms (Hellriegel and Slocum, 2009). McShane and Von Glinow (2008) also shares a somewhat similar view wi th Hellriegel and Slocum (2009) on the possibility that organizational culture can affect and influence ethical conduct. This is logical because good behavior are influenced and directed by ethical values that are present in the individual. Therefore, organizations can guide the actions and behaviors of its employees by planting ethical values in its culture (McShane and Von Glinow, 2008). In a similar way, Hellriegel and Slocum (2009) also thinks that the organizational culture seems to affect ethical behavior. For example, the culture that upholds and places importance on ethical norms is a culture that encourages ethical behavior. Furthermore, the founders also play an important role in enforcing ethical behavior by exhibiting the right behavior.Pros and cons in applicable theories and models for GoogleSatisfied employees not only outgrowth productivity and reduce turnover, but also enhance creativity and commitment (Chen, Yang, Shiau, Wang, 2006). Based on the findings, Google is already having a playful variation culture in the organization for the employees. This can enable the employees to have an enjoyment environment and this will be able enhance the relationship between the employees and strengthen their bond to work as a team. An enjoyment environment definitely can let the employees to feel satisfied and subsequently will increase productivity. Apart from that, this will shape a convenient work process for the employees that will polish up the decision making process for the management team. Google already identified the employees are the organizations internal customers and this is the reason why it has been constantly giving employees a sense of purpose, enhancing their self-esteem and sense of belonging for being a part of the organization. The company was re organized into small teams that attacked hundreds of projects all at once. The founders give the employees great latitude, and they take the same latitude for themselves. Eric Schmidt sa ys that Google merely appears to be disorganized. We say we run the company chaotically. We run it at the edge. This can adapt the culture Google and thence they can individually to generate the ideas on their own.On the other hand, Google take ins employees that have good academic results but without practical experience and this will be a threat to Google in terms of their organizations operation. Google is a results-driven organization and if employees with only creative ideas but absentminded of skills to realize the ideas they have initially planned, this will perfectly reduce the productivity of the organizations. Google had been public listed on year 2004 and therefore Google had to take the shareholders views into consideration before making any decision. The shareholders had been strongly emphasizing on reducing the employee benefits due to the high cost invested on it. This leads to the organizational culture would be degraded and the employees would feel less satisfie d and affect their produced results. Employees are very important asset the Google while the shareholders also the contributor of cash in hand for Google. The management team has to weight the importance of both of the stakeholders for the Google as this will bring to pass a different organizational culture.RecommendationWe recommend Google to hire more experienced people instead of the good academic results for the good future of the organization. More experienced employee had already encounter different cultures from other organizations and would be able to inject a better culture for Google. delinquent to the fact that more experienced employee can also be a mentor for those younger new employees to enhance the productivity throughout the company. denotive and tacit cognition are both very important by being acquired by all the employees. Most of the Googles employees they graduate from university with flying blazon result, it means they have sufficient explicit knowledge wh ich the knowledge is organized and can be communicated from one person to another. But they are lacking of tacit knowledge which is not documented and it is action oriented, tacit knowledge can only be acquired by taking action or from someone who has experienced before.Apart from that, Google also can implement a cultural assessment for the organization to investigate to ensure that the organizations also maintaining and holding the core value in this competitive business environment. After assessing the cultural in the organization, the management can come out with a new set or standard of operations so this will create leverage between the shareholders and employees. Hence, the stakeholders of Google would eventually feel each and every of them are fairly treated.All the employees in Google are highly independent, they work on an individual basis because they are given very high power in making decision, and this is a good culture of having this organization structure but an in visible competition and conflict among employees are underlying.Furthermore, according to Bakar, Salleh, Ling (2008), a need for a more controlled bureaucratic culture is necessary. A high scar on bureaucracy means the organisation is power-oriented, cautious, established, solid, regulated, ordered, structured, procedural and hierarchical.Conflict increase with the level of interdependence, in order to minimize dysfunctional conflict exponent need to minimize the level of interdependence between the parties. We recommend the organization to use human buffers who serve as intermediaries between interdependent people or work units who do not get along through direct interaction.ConclusionAfter reviewing information about organizational culture and doing the case study on Google, it is shown that the company does have a unique culture that is begins with the founders of Google. Sergey Brin and Larry Page has established the Google culture that is based on informality, creativity, in novation and fun (Google, 2010). This can be seen throughout the company through the artifacts that are present in the company. The way how employees greet and refer to one another as fellow Googlers, where the headquarters of Google are located in a unique and fun place that looks more like a campus than an office, or the way Google treats its employees by providing perks and benefits for them.The importance of organizational culture has shown through the example of the Google case study. Employees have high motivation at the company because they have a heightened sense of purpose and mission at the company. This is why even some employees who became millionaires are still working at Google (Stahl, 2004). Because the founders of Google set the mission to improve the world and to organize the worlds information, that the employees have similar values and beliefs and therefore find themselves aligned with the company.Nevertheless, not every company can apply the Google culture in the ir organization. The findings of Bakar, Salleh, Ling (2008) suggests that not all types of corporate culture could invoke an increase in the employees labor performance. The study concludes that overall corporate culture does have a significant and positive correlation with job performance. Nevertheless, not all types of corporate culture produce significant correlation with the job performance. Here, only entrepreneurial, bureaucratic and competitive cultures are statistically significant in correlations with the job performance. Thus, an organization that strives to improve their employees job performance should indoctrinate innovative culture that creates an exciting and dynamic environment in which entrepreneurial and ambitious people thrive in this environment.Therefore, it is clearly shown that Googles culture is a unique organizational culture that cannot necessarily be applied in other organizations successfully, especially for organizations that reside in different indu stries other than the information technology field.