Organisational Culture of Google Constraining †MyAssignmenthelp.com

Question: Discuss about the Organisational Culture of Google Constraining. Answer: Introduction Google is one of the leading organisations in terms of organisational culture and innovation. The organisation has attained continuous growth and success in last decade. The company is considered as one of the best employers of choice as it offers huge work-life balance and flexibility to its employees with a strong organisational culture. But with rapid expansion and increasing number of employees across the world, there are certain issues faced by Google in terms of managing organisational culture, innovation and hiring and recruitment (Verma, 2006). There is a need to have some sort of changes in the organisational culture to have continuous development growth and innovation from the future perspective. Organisational culture of Google constraining its future growth There was an organisational culture at Google which was highly employee oriented where people used to give their opinions and viewpoints in the discussion process. The company also used to have sharing of the financial results to the employees. In present time also, Google has a significant involvement of the employees in decision making and discussions but such organisational culture is supporting on one end but on the other end is constraining the success of the organisation because of increased involvement of they employees and a number of issues associated with such organisational culture (Baker, 2014). The high involvement of the employees and increased employee engagement is one of the key factors behind the rapid innovation of Google as the ideas are taken from the employees and it is one of the regular practices at Google which is performed at every branch of the company across the globe. But with the increasing diversity as well as upsurge number of workforce, it has become challenging for the organisation to maintain and implement the same organisational cultural practice (Leidner and Kayworth, 2006). In a big and extensive organisation, offering each and every employee with a same benefit and involvement is very much difficult and because of which the organisations are required to compress its practices of having involvement of all they employees on regular basis and have huge discussions with them (Kandampully, 2002). In a diversified and global organisation, there are various issues that take place at the time of such organisational practices such as unequal preferences to the opinions and views of all the employees, inequitable chance to each and every employee, feeling of dissatisfaction, chaos and internal conflicts (Ellonen, Blomqvist and Puumalainen, 2008). Therefore, to save the company from all those issues and to avoid constraining the growth of Google there is a much need to have a change and modification in the organisational culture of G oogle. Changes required in the organisational culture of Google for coping up with the future size of the organisation For coping with the challenges of organisational culture in respect with the future size of the organisation there is a need to have a number of changes and modifications in the organisational culture. Following are the changes required to be made in the organisational culture of Google: Thorough Hiring Process The hiring process of Google was claimed as very lengthy and time consuming and thus, it is necessary to have a change in the hiring process. There is a need to change the hiring process by adding technical aspects and having a fast and more improved selection process. There is also a need to recruit people on a specific and particular post so that a proper line of authority can be established at Google (Verma, 2006). Practicing Open-Door environment and transparency With the increasing number of workforce, the organisation is required to maintain its organisational culture to be highly transparent and open-door. Instead of regular meetings and discussion, there can be taken use of an open-door environment where any employee can share its views and ideas at any point of time and is not required to wait for the meeting or open discussions. It is also required to have high level of transparency in the organisation so that the increasing number of workforce does sense the feeling of unequal behavioural practices. Therefore, it is essential that the organisational culture must be modified in such a manner that high level of transparency may be there in the organisation (Vise, 2007). Specific positions and job profiles The next change in the organisational culture is to hire the employees on a particular and specific job profile and position rather than offering all the employee a similar position which may result in increase chaos at the organisational workplace. There must be change in the organisational culture by forming a properly structure organisational hierarchy. The more structured and arranged hierarchy will be there will a clear set of positions, the better will be the working and more smooth organisational culture could be developed (Martins and Terblanche, 2003). Making HR into Science There is a need to have change in the organisational culture by dealing with the human resources department and function with a more practical approach. The company must have more use of data and analytics for making most correct human resource decisions in respect with the employee retention, turnover, absenteeism, etc. (Vise, 2007). Impact of changes on Google's capacity to innovate The organisational culture is considered as the base of any organisation and its sustainability and any kind of change or modification in the organisational culture may lead number positive as well as negative impacts on the various aspects of the organisation. In the case of Google, a change in the organisational culture may have a direct impact on its innovation capacity. Google is recognized as one of the most innovative and pioneering organisation that take sue of various innovative techniques and platforms (Vise, 2007). But behind this continuous innovation, there was a major role of its organisational culture where all the employees were given a chance to give their innovative ideas which can help the company in getting huge success. But with eth change in the organisational culture and reduced meeting and discussions with the employees, can have a negative impact on the innovation capacity (Mosley, 2007). As there will be decreased employee engagement which can lead to un-invo lvement of the organisational workforce. Thus, to overcome the negative impact on the innovation capacity, there will be taken use of open-door environment of eth company where all the employees can any point of time share their views and ideas so that not only the issues of increasing workforces may impact eth culture and innovation but can also have a new way of getting things done (Steiber and Alnge, 2013). Conclusion From this paper and the analysis of the case study, it can be concluded that with the increase in the organisational size and growth, there are various issues that take place and also demand a change in the existing pollicises and organisational structure. In a similar way, there is also a need of change in the organisational culture of Google because of its continuously rising number of workforce and the associated human resource issues. The report states that the innovation aspect of the company may have a series of impact with the change in the organisational culture but with positive changes and strategic implementation, there can be get improved organisational culture supporting the growth of the organisation as well as the employees. Thus, from the overall report, it can be concluded that every organisation demands change and it is also necessary to have regular modifications in the organisational culture and policies to have a better and sustainable future. References Baker, T., 2014.Attracting and retaining talent: Becoming an employer of choice. Springer. Ellonen, R., Blomqvist, K. and Puumalainen, K., 2008. The role of trust in organisational innovativeness.European Journal of Innovation Management,11(2), pp.160-181. Kandampully, J., 2002. Innovation as the core competency of a service organisation: the role of technology, knowledge and networks.European journal of innovation management,5(1), pp.18-26. Leidner, D.E. and Kayworth, T., 2006. A review of culture in information systems research: Toward a theory of information technology culture conflict.MIS quarterly,30(2), pp.357-399. Martins, E.C. and Terblanche, F., 2003. Building organisational culture that stimulates creativity and innovation.European journal of innovation management,6(1), pp.64-74. Mosley, R.W., 2007. Customer experience, organisational culture and the employer brand.Journal of Brand Management,15(2), pp.123-134. Steiber, A. and Alnge, S., 2013. A corporate system for continuous innovation: the case of Google Inc.European Journal of Innovation Management,16(2), pp.243-264. Verma, M., 2006. Googles HR Dilemma. ICFAI Business School. Pp.14. Accessed on: 31st October, 2017, Accessed from: https://www.ibscdc.org/Case_Studies/HRM/HRM0020P.htm Vise, D., 2007. The google story.Strategic Direction,23(10).