Table of contentsIntroductionJustification of the chosen theoretical frameworkMain concepts of the corporate culture of Google Inc.Analysis of company practicesConclusionIntroductionCorporate culture is generally linked to the sharing of objectives of the company or organization, to the same expectations, attitudes and practices that characterize a company. and describe its nature. It is often rooted in an organization's structure, strategies, mode of operation, employment approaches, customers and investors to create a greater working community. It is necessary for a significant part of the organization to have closely discussed concepts, corporate directions focused on the success of an organization or business. “Corporate culture refers to the beliefs and behaviors that determine how a company's employees and management interact.” Say no to plagiarism. Get a custom essay on "Why Violent Video Games Should Not Be Banned"?Get the original essayGoogle Inc. was officially born in August 1998, after Sun co-founder Andy Bechtolsheim called attention to the demonstration of Google's search engine using PageRank technology and proposed an investment of $100,000. Larry Page and Sergey Brin are the founders of Backrub, which was later renamed Google. Google Inc started as an online search engine, which celebrates its 21st anniversary in 2019. Google is a rapidly evolving multinational technology company specializing in Internet-related services and products. Its range of products and services includes a search engine, language translation, Chrome Internet browser, Google. Maps, YouTube., Chromecast, Connected Home, Pixel mobiles and tablets, Google WIFI, Android OS, Wear OS, Chromebook, Gmail, Google Duo, Google Drive, Hangouts and for businesses such as Google Cloud Service, AdSense, Analytics, Google My business and venturing into smarter technology related solutions. In August 2015, Google split and became several subsidiaries owned by Alphabet Inc. New CEOs for the companies appointed to manage the subsidiary Google Inc. In light of the rapid technological development involved in the industry and aggressiveness competitors, Google's corporate structure is expected to continue to evolve in order to maintain the company's position in the global market. However, in this specific business case, the company maintains flatness as a major factor that influences functions throughout the company structure. It refers to the characteristics of restructuring resources and processes according to the business function. These characteristics of the company's corporate structure influence business processes, such as top-down and bottom-up communications, as well as strategic management to resolve problems encountered at different levels of Google's organization. The restructuring features address the need to develop innovative and competitive products such as artificial intelligence and cloud operation. Alphabet's individual divisions have a flat organizational structure, which provides the company with many advantages such as lack of work, a high level of flexibility and effective two-way communication. between senior management and different members of staff. Justification of the chosen theoretical framework The objective of this case analysis is to identify the practice of the corporate culture of Google Inc. The chosen theoretical framework will be the cultural model of Edgar Schein applicable to Google Inc with its missioncompany that focuses on "organizing the world's information and making it universally accessible and useful." This is Edgar Schein's cultural model which defines the culture of a group as "a pattern of shared basic assumptions that the group has learned in solving its problems of external adaptation and internal integration, and which worked well enough to be considered valid and, therefore. , to teach new members the correct way to perceive, think and feel in relation to these problems. Google Inc's corporate culture motivates employees to share information with the aim of supporting innovation and the learning organization. Some of the cultural benefits for Google employees such as free food, relaxation area, flexible working hours, pet zone, entertainment zone and much more. Considering that Hofstede's cultural dimension may not apply to this study, because it is understood that the statistical investigation as we are carrying it out should make everyone aware that people in other countries can think, feel and act very differently from individuals, even when confronted with fundamental societal problems. . Hofstede's framework is also known as national culture. It helps identify cultural differences between countries and discern how business is conducted in different cultures. Therefore, Hofstede's framework could not apply to Google Inc due to more transparent practices and employee priority, making it the most desirable workplace. “Google is not a conventional company. We have no intention of becoming one. Throughout Google's evolution as a private company, we have managed Google differently." Key Concepts of Google Inc Corporate Culture Google Inc'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 entire population of the association. It manages how the association appears to open eyes. Edgar Henry Schein (born March 5, 1928), former professor at the MIT Sloan School of Management, is known for his work in the field of hierarchical development, particularly in areas such as career advancement, board capacity 'administration. , group elements and social improvements. Edgar Schein's model of organizational culture recognized three particular levels in organizational societies: old rarities and practices, sustained qualities, and suspicions which became known as Schein's three degrees of authoritarian culture. Artifacts and symbols, which jointly describe the artifacts mark the surface of the organization. These are the visible elements within the organization such as logos, design, structure, method and dress code of the company. Google Inc has a superb workspace; An associate degree could observe that it is a very friendly workplace, where various types of amenities like endless meals, free cooking classes, gyms, massages to relax, a free shuttle, etc. are provided to its staff. They are not only visible to staff but also visible and recognizable to external parties. Then, the espoused values ​​concern the norms, values ​​and rules of conduct. However, will the organization define its methods, goals and philosophies and how they will be measured. Problems can arise when managers' ideasdo not match the basic assumptions of the organization. It's like having generous reward systems, a lean organizational culture, open communication, informal or formal, small, highly cohesive and cooperative self-governing groups, and a high level of worker authorization. The Google leader believes that an organizational culture is not just a statement of intent or the amount of revenue acquired in the past. Where it concerns the qualities dear to the organization and its representatives. In a word, its great organizational culture attracts the best skills and inspires cheerful representatives. Finally, basic underlying assumptions, deeply rooted in organizational culture and experienced as obvious and unconscious behavior. Assumptions are difficult to recognize from the inside. Google's founders deliberately kept the organization's culture consistent with university culture in order to create more sustainable young innovative talents from university to Google Inc as stylish as possible. According to Moore (2011), Google does not attract the most well-supported Googlers with a high salary; rather, they are attracted by the relaxed work atmosphere and thin hierarchy. Many would say this is attributable to their relaxed, flat structure, where it is compatible with the desired workspace of millennials. Eaves believes that gifted twenty-somethings don't need them – they won't rather not interested in a traditional nine-to-five office job. Millennials were raised in the age of social media, video chat, instant email, the “creative class” demands that the most common civil service shed its hierarchical layers. Cultural model. The outer layer is really easy to adjust and easy to change. The deeper the layer, the more difficult it is to modify it. Deeply inserted in the center of the onion we discover the assumptions. Around the center we discover the qualities. Rarities and old images are found in the outer layers of the onion and can be modified all the more efficiently. Between this layer and the layers where the qualities are implanted, there could be another layer where the so-called “legends” are discovered; individuals who play or have taken on important work in the association and who are appreciated. The center of the onion is assumptions. It is about “how the world works” as indicated by each of the general populations which have their place in the association and are the result of meetings and observations. It was incompletely proven that there were unconscious suspicions and they are considered undeniable, so they do not need to be investigated. Analysis of Company Practices According to the analysis of Forbes Technology Council (2018), Google Inc, the giant technology company, was named the best technology company. culture. Top reasons why Google Inc is at the forefront of company culture and why so many people envy the organization's atmosphere: Flexible work schedule Freedom to be creative or innovative Fun and exciting workspace Friendly atmosphere Se focus on satisfying Googlers According to Schein's framework, the first layer that artifacts define for Google to create a work environment, flexibility of work schedules, culture of communication hierarchy and encourages sharing and caring. Ten values ​​of the organization that focus on user experience and provide the best user experience when designing a new Google Chrome, continue to solve complex problems and improve services such as Gmail and Google Maps. Understand that timeis valuable, so focus and correct the result as quickly as possible. In addition to this, Google is people-oriented and highly collaborative by valuing the individual's opinion or encouraging feedback on their idea. The hypothesis that the cultural practice of Googlers having a more flexible and friendly environment allows them to stay in the organization and brings more productivity to the company. Assumptions also represent the actual values ​​of a culture, which are often not visible to lifestyle contributors and are usually poorly described. The espoused values ​​may sometimes not match the assumptions, which can also lead to inefficiency, loss of morale and frustration. Google's founders intentionally maintained the organizational lifestyle, much like the academic subculture, in order to maintain a less corporate-like environment. The majority of Googlers are talented teenagers from renowned universities around the world. Some criticisms regarding this type of organizational culture are also raised, as well as the lack of a clear form of control due to the informal subculture it adopts and poor working relationships and work ethics. Part of this, an article by Martin (2014), studies showed us that Google's work culture and motivation model. Culture is a way of life characteristic of a shared learning group insofar as it resolves its problems of external adjustment and internal combination; which worked admirably enough to be considered legitimate and, in this way, to be educated to new individuals as the correct method for perceiving, feeling and acting in relation to these problems. This accumulated learning is an example or arrangement of beliefs, values, and standards of conduct that end up being underestimated as fundamental assumptions and ultimately abandon full awareness. The recruitment system integrating both recruitment strategies and ideal strategies which involves 3 stages of capacity which analyze, recruit and interview a part of Google HR practices that the average company generally does. However, use the absolute best, as those gathered must yield to each person employed. Recruitment boards at Google are normally made up of pioneers from the relevant association doing the recruiting. As a trusted leader, as a value or belief, in an organization, good leadership must often take risks and do something different to adapt innovation. Holton (2014) defines that “culture adaptability is one that encourages risk-taking, encourages failure in learning. experience, initiative for an individual, accurate and rapid analytical decision and the ability to identify unique opportunities. ConclusionThe founder of Google runs the organization without traditional hierarchy and emphasizes the concept of Googler's learning organization. Creating a work culture focused on learning is not so vital, unless you want to draw attention to expertise or talent and provide your staff with the tools needed to succeed and grow your business. Because Google's corporate culture innovates products and solutions that clearly target millennials for their era of creativity and Internet technology. Peter Senge who presented “The learning organization” based on five disciplines. In Sharma's (2017) article, he explains that five of the following disciplines are based on Peter Senge's practice for.