Google Culture and Success Essay

1850 Words May 7th, 2009 8 Pages
1. Analyze the organizational culture at Google and how it contributed to its success

In his book Organizational Culture and Leadership, Schein defines the culture as: “The climate and practices that organizations develop around their handling of people, or to the espoused values and credo of an organization”.
We can analyze Google’s organizational culture thought Ouchi’s framework. Ouchi studied three different company’s culture and saw that the differences between those explained a part of the company’s success. Depending on his theory it seems that Google Inc. is the type Z US firms.

Cultural characteristics Type J (Japonese model) Type A (typical American model Type Z (credited American model)
Commitment to employees Life
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2. Analyze the leadership at Google and how it contributed to its success

In the article “Leadership that gets results” from Daniel Goleman, six styles of leadership are described: coercive, authoritative, affiliative, democratic, pacesetting and coaching leaders. This theory relies on the behavioral perspective of leadership.
Google’s leadership style is more of a democratic style, that is to say: “what do you think?” the goal is to get people involved in their work and in the leadership process. Here, the participation of each Googlers is important because it forges consensus. The leadership then becomes a team leadership.
For example employees in groups of approximately three people can have their own project and think about the best solutions to adopt. The project leaders rotate within the team.
Moreover leaders show us the importance of creativity and innovation in the case study. Each Googlers have to spend a fraction of their day on R&D and an internal web page has been created to track down new ideas. By the intranet anyone can comment or test the idea then each person can defend their idea in a meeting. If the others are convinced then the idea becomes a project. That way, individuals feel very committed to their work. In fact, by spending time on getting people’s ideas the leader builts trust among its team.
In its article « The Middle Manager as Innovator », Rosabeth Moss Kanter

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