GOOGLE

ORGANIZATIONAL
BEHAVIOR
 Google, is an American multinational technology company
that specializes in Internet-related services and products,
which include online advertising technologies, search
engine, cloud computing, software, and hardware. It is
considered one of the Big Four technology companies,
alongside Amazon, Apple and Facebook. Google began
as an online search firm, but it now offers more than 50
Internet services and products, from e-mail and online
document creation to software for mobile phones and
tablet computers.

INTRODUCTION TO ORGANIZATION
 Google was founded in 1998 by Larry Page and Sergey Brin while
they were Ph.D. students at Stanford University in California. They
incorporated Google as a privately held company on September
4, 1998. On August 19, 2004, and Google moved to its
headquarters in Mountain View, California, nicknamed the
Googleplex. In August 2015, Google announced plans to
reorganize its various interests as a conglomerate called
Alphabet Inc. Google is Alphabet's leading subsidiary and will
continue to be the umbrella company for Alphabet's Internet
interests. Sundar Pichai was appointed CEO of Google, replacing
Larry Page who became the CEO of Alphabet.

BRIEF HISTORY OF THE ORGANIZATION

 Web-based products
 Search tools
 Advertising services
 Communication and publishing tools
 Development tools
 Security tools
 Map-related products
 Statistical tools
 Operating systems
 Desktop applications
 Mobile applications
 Hardware
 Services

BRIEF LIST OF PRODUCTS & SERVICES

Individual role in google Inc. vary from specialization or
task to task, Each person in the organization structure
has its own specific tasks and duties, However
company’s prefer cross-functional work based teams.

INDIVIDUAL ROLE IN ORGANIZATION

Google uses function as basis for grouping employees. For
example, the company has a Sales Operations team, an
Engineering & Design Team, and a Product Management Team,
among others. The firm also uses products as basis for grouping
employees. For example, the company groups employees for
developing Nexus devices. The firm also groups employees for its
Fiber business. In addition, the firm’s organizational structure has
considerable flatness. A flat organizational structure means that
Google’s employees, teams or groups can bypass middle
management and report directly to CEO Larry Page. Employees
can also meet and share information across teams.

GROUP ROLE IN ORGANIZAION

Google has an organizational culture for innovation. The company
also emphasizes the importance of openness among employees,
as a way of promoting an innovative mindset. The resulting
innovation applies to Google’s approaches in competing in various
industries. For instance, the company innovates its technological
assets and services provided to customers in the online advertising
industry. The following characteristics define Google’s corporate
culture:
1.Openness 2.Innovation 3.Excellence that comes with smartness
4.Hands-on approach(experiential learning) 5.Small-company-
family rapport

ORGANIZAIONAL CULTURE
According to PayScale, 86% of Google employees say they are either
extremely satisfied or fairly satisfied with their job. As Google HR boss
Laszlo Bock explains in his book, "Work Rules!" the key to Google's
success as a workplace is constantly innovating, experimenting, and
keeping things fun. A major contributor to Google's unique work
environment is all the amazing perks the "Googleplex" has to offer.
More than 64,000 Google employees can take advantage of perks like
free healthy and gourmet meals, laundry and fitness facilities, generous
paid parental leave, and on-site childcare. One employee in Mountain
View describes Google as "a company that treats their employees
great and in return gets motivated and loyal employees."

HOW EMPLOYEES ARE MOTIVATED

Google has published its 2018 diversity report.
The figures show that while Google's diversity is improving, it's
moving at a very slow pace.
Numbers of both black and Native American workers at the firm
have grown less than 1 percentage point over the past four years.
Black US employees are leaving more than any other ethnic group.
Women make up 30.9% of the workforce but are less represented in
leadership and tech roles.

WORKING WITH DIVERSE PEOPLE

Google has one of the best and unique work environment. They
have sleep pods in which employee can rest in absolute silence,
other stress management tools include wellness programs featuring
healthcare services, physicians, gym, chiropractor, massage
centers etc.

STRESS MANAGEMENT
 In Google the aim is that all decisions are based on data,
analytics and scientific experimentation. In science you start with
a question before you collect any data. In Google today, the aim
is to also start with questions and be very clear about the
information needs at the outset. Google’s executive chairman
Eric Schmidt says: “We run the company by questions, not by
answers. Collect and Analyze Relevant Data The role of a
manager is to take the insights the data and analysis have
provided and interpret them before making a decision. I believe
that we need this crucial human element in all our strategic
decision-making

DECISION MAKING
 Google has open communication techniques. For culture of
openness to thrive, employees are encouraged to bring their
authentic selves to work. At Google, employees are encouraged to
ask questions and speak their minds. According to one Googler, “My
mentor created psychological safety for me on my first day when he
said, “Don’t be afraid to ask questions—you don’t have to impress
me. You already have, and that’s why I hired you.” Strive to establish
and maintain a culture of open and honest communication. Provide
and seek constructive feedback on a regular basis. Instead of
guessing, ask questions if you are unsure about something. Not
happy with a colleague or a situation? Speak up. Make a big
mistake? Instead of hiding the evidence or shifting the blame, own
up to it.

COMMUNICATION
To lead, you must inspire.
For most of its first decade, even as it grew to thousands and then tens
of thousands of employees, Google had an unusual, flat corporate
structure organized by job function rather than business unit. Even
though it's the ultimate culture of engineers, Page and Schmidt
appreciated the power of language to inspire people across a huge
organization to accomplish huge things. CEOs and leaders should not
be afraid to admit when they are wrong—or if they don’t know the
answer to something. Being a great leader is, in large part, about
honesty and humility. And the more honest a leader is, the more trust
and loyalty employees will have in both the leader and the company.
The trickle effect is also very powerful. If leaders of a company are
transparent, more likely than not, their subordinates will be, as well.

LEADERSHIP
 In Google Inc. at any technical meeting there is a decider.
Sometimes it isn't completely obvious who it is, but usually it is.
Generally I found that one side can convince the other of the merits
of their proposal, but occasionally two people have strong opinions
and can't be swayed - in that case, the decider chooses. At that
point, usually everyone gets on board and implements that plan,
even if it isn't the one they preferred, though occasionally they were
unwilling to do so. The only case I ran into that was when they were
on a different team and acted to undermine the decision, but that
was really rare. Google engineering was very much a meritocracy
when I was there, so most such decisions were based on the quality
of the idea rather than who it came from.

CONFLICT RESOLUTION
 Performance reviews are customized to provide great results for Google’s smart
creatives. Googlers first identify a group of peer reviewers for each employee,
which also includes co-workers that are junior to them. Google has abolished
numerical ratings in April 2014, so each Googler are now subjected to a five-point
scale ranging from “needs improvement” to “superb”. Carried out semi-annually,
peer reviewers are asked to state one thing the reviewee should do more of and
one thing that they can do in a different way.
 After the feedback cycle, managers come together to take a look at these peer
reviews. The main aim is to prevent bias in feedback by asking each manager to
justify their decisions to each other. Managers are informed about potential
obstacles to objective feedback, one of which is the tendency to overemphasize
an employee’s most recent performance.
 By keeping these obstacles in mind, managers decide on the final evaluation of
an employee. Summaries of these assessments are shared semi-annually and
compared to a set of examples to justify the evaluation. Employees are then
informed of their compensation, but compensation is decided separately from
the evaluation taking place during the reviews. Google keeps pay discussions
separate from and peer feedback with an aim to provide the right motivation to
their employees, which is to grow and contribute to Google’s success.

PERFORMANCE FEEDBACK
 Google Design is a cooperative effort led by a group of
designers, writers, and developers at Google. It work across
teams to publish original content, produce events, and foster
creative and educational partnerships that advance design and
technology. Google is a diverse organization there are people of
multiple skill sets working in the organization hence each person
has its own specific contemporary work, this can again be well
understood by looking at the organization structure, some of the
jobs however are listed as follows: Researcher, Developer,
Industrial Designer, Design Advocate, Film maker, Motion
designer,

JOB DESIGN CONTEMPORARY WORK

Google’s campus offers an all-encompassing wellness program
featuring onsite healthcare services, including physician, chiropractic,
physical therapy, and massage services, as well as access to fitness
centers, classes, and community bikes. You can even pick up new
personal and professional skills by taking cooking classes, coding
degree programs, or guitar lessons, to name a few of the cool classes
Google offers. The campus cafés and micro kitchens are stocked with
nutritious, color-coded meals and snacks, and provide smaller plates
to help with portion control. The search engine powerhouse also offers
its workers financial wellness resources, such as access to financial
advisors and financial planning services. Not to mention, employees
are granted flexible hours, vacation time, and volunteer time, helping
Googlers achieve work-life balance.

WORK LIFE BALANCE

 Google is world’s top 5 ranked organization based on employee
satisfaction, although it is a thriving corporation, in my opinion
google also need to work on their diversification in culture, they
should give everyone equal opportunities, despite of what race
culture they belong to. Other than that we can learn that google
has created a very productive environment, so that rather than
enforcing employees to work they can empower them to work.
 As Larry Page himself said, at the end of the day, “it’s important
that the company be a family, that people feel that they’re part
of the company, and that the company is like a family to them.
When you treat people that way, you get better productivity.”
And success.

CONCLUSION
 Name: Waqas Ali
 Roll no. BBA-F15-LC-123
 Semester: 8th
 Section: Charlie

CREDENTIALS