Google Organizational Culture Analysis

Organisational culture is very important for the success of the organisation. Organisational culture is defined as beliefs, core values and shared assumptions that help employees to be committed and motivated. It is the force that brings about employees’ innovativeness. A company will fail because of a defective organisational culture that brings disloyalty to employees. Other than this, organisational problems will pile up due to an undesirable organisational culture (Owoyemi&Ekwoaba, 2014). For instance, a culture placing too much restriction on employees can cause depression and suicide among employees. It can also bring disloyalty and dissatisfaction that leads to a high rate of employee turnover. This happened in the case of Applecomputers

In contrast, companies who embrace modern concepts of organisational culture with lesser restriction and good employee performance rewards often lead to success and enabling the company to earnup to billions of dollars of profit. This is true in the case of Google Inc., the makers of Google site, a billion-dollar company who started small but became very successful through a good business strategy and good employee relations and reward system. The organisational culture is made in a way that it will gain employees loyalty and give great advantages to the firm while maintaining its integrity and competitive strategy (Smithson, 2015). This essay will discuss theories and concepts of organisational culture, the Organisational Culture of Google Inc., impact of culture on the effectiveness of Google Inc. and the role of culture as a form of control in the

For instance, Charles Handy formulated a model that categorised organisational culture in four types. The four types are power, task culture, person culture and role culture. Power gives leadership in the hands of the few only and these few are the ones who enjoy special privileges in the company. The subordinates have no right to air what they want to suggest. The management can be impartial leading to major conflicts. Further, task culture focuses on creation of teams to achieve targets or solve problems. Individuals of specific skills are grouped in a team. Each member is encouraged to contribute in innovative ways. Moreover, in person culture, employees feel that they are more important than the organisation leading to disloyalty and abuse. Last, role culture emphasises that each employee has responsibility and delegated role to do within his specialisation. Employees can decide what they can do for the company. Everyone has to take ownership to the work assigned to him (Somlea& Marian,