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Review of Googles Organizational Culture and Its Implications

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Particular organizational norms compose an organization’ s culture. In essence, the content dimension of culture refers to specific values, norms and styles that characterize the organization. Just as described by Thompson and McHugh, Google’ s success is rooted in its exceptional organizational practices, norms, values, and core proficiencies. Notably, Google realizes that “ the thought-power of its employees” is the most valuable resource (CNBC, 2007). It embraces chaos management where it pays its employees “ to think, to experiment and to take risks” (Curtis, 2006, p. 56). Arguably, Google’ s principle of success lies not only on its capable technology but also on its ferociousness to formulate innovative and profit-oriented projects (Lashinsky, 2006, p.

37). Google employs “ 70-20-10 Rule” in its management. This implies that the staff can spend 70 percent of their working time on primary business roles, 20 % on related business roles and 10 % on areas of their desire. Google views mistakes and errors as tools for learning where the employees attempt to carry out outrageous thoughts (Kelly, 2007). Debatably, Google has centered its employee motivation on performance appraisals. Robbins (2010) asserts that performance appraisals centers on the development anxieties of any organization (p. 232).

Google has tried to improve performance appraisals among its employees through an increased spotlight on the provision of performance response. In addition, unlike many other organizations as described by Thompson and McHugh (2002, p. 46), Google focuses less on worker characteristics and aesthetics. Google focuses less on worker dressing (CNBC, 2007).   CNBC (2007) reports that Google allows employees to come with casual wear to work, skateboard, play pool tables, use the swimming pool, play volley ball and access free massage.

This provides a suitable environment for young graduates who consider wearing suits and tie uniform intimidating.

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