Corporate Culture

Group Members:
Low Sook Ru Hor Li Lian Wong Mei Wei Dev, Valerie Clarissa Ann Gan Chun Chyi (SCM 004435) (SCM 004274) (SCM 003512) (SCM 004154) (SCM 003804)

INTRODUCTION

VIDEO HERE!

HISTORY OF

Larry Page

Sergey Brin

LARRY PAGE
Graduate of University of Michigan (BSc. Engineering Honors) Graduate from Stanford University (Ph.D. in Computer Science)

SERGEY BRIN
Graduate of University of Maryland (BSc. Mathematics & Computer Science Honors)

Graduate from Stanford University (Ph.D. in Computer Science)

Recipient of National Science Foundation Graduate Fellowship

Images

Desktop
Chrome

s Mission
to organize the worlds information and make it universally accessible and useful

s Ten Core Principles

Focus on the user and all else will follow. Its best to do one thing really, really well. Fast is better than slow. Democracy on the web works. You dont need to be at your desk to need an answer. You can make money without doing evil. Theres always more information out there. The need for information crosses all borders. You can be serious without a suit. Great just isnt good enough
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PETERS AND WATERMAN APPROACH

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PETERS AND WATERMAN APPROACH

Bias for Action Productivity Through People Autonomy and Entrepreneurship Hands-on Management Simple Form, Lean Staff Stick to the Knitting Stay Close to Customer Simultaneously Loose and Tight Organization
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BIAS FOR ACTION

Managers are expected to make important decisions
Eg: IT candidates will be asked about marketing product Not expecting the best answer but want to observe their thinking and reactions

Google look for unique personalities that produce different results with limited informations
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PRODUCTIVITY THROUGH PEOPLE

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PRODUCTIVITY THROUGH PEOPLE

Employees as the most important assets Enhance productivity by having policy innovation time off Use 20% of their work time on own ideas and make own decisions Flexible hours that allow them to work from home produce good results

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 Provide plenty of benefits and compensations to value their efforts Google provide relaxing working environment such as gyms and massage parlors Work hard, play hard

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AUTONOMY AND ENTREPRENEURSHIP

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AUTONOMY AND ENTREPRENEURSHIP

Induce innovations and fight bureaucracy Encourages freedom among workers Allows employees to take 20% of their work time on new ideas, project and concepts helps to empower the workers with autonomy, skill and purposes Pacman day, New Year and Halloween banner

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HANDS-ON MANAGEMENT
Executives should stay in touch with the companys business

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AT GOOGLE
Sergey Brin Head of Technology Department Larry Page Head of Product Department Ideas are proposed to and individually screened by the founders themselves Eric Schmidt, CEO Emphasizes leadership and feedback

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SIMPLE FORM, LEAN STAFF

The simpler a structural arrangement, the better it is for the organizations performance

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AT GOOGLE
Manager works with approximately 20 employees as compared to the average of 7 workers per manager in the industry Only 4 layers of management

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Susan Wojcicki VP Product Management Larry Page Co-Founder President of Products Jonathan Rosenberg SVP Product Management Johnny Chou President, Sales and Business Development (China) Dennis Woodside VP, Americas Corporation David Girouard President, Enterprise Sales Nikesh Arora VP Operations David Drummond SVP Corporate Development Patrick Pichette SVP CFO Sergey Brin Co-Founder President of Technology Urs Holzle SVP Operations Michelle Lee Legal Counsel Marissa Mayer VP Search Products and User Experience Salar Kamangar VP Product Management

Farid Shahrouzi CIO

Omid Kordestani SVP Global Sales and Business Development

Eric Schmidt Chairman CEO

Vinton Cerf VP Chef Internet Evangelist Alan Eustace SVP Engineering and Research

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AT GOOGLE
Google has paid little attention to these titles and positions Bottom-up process for innovation

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STICK TO THE KNITTING

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STICK TO THE KNITTING

Reluctant to diversify business Do not accept the concept of diversification Focus in technology Acquired with YouTube

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STAY CLOSE TO CUSTOMER

The customer is a source of information & ideas Googles Philosophy Focus on the user and all else will follow Horizontal hierarchy = Faster response time

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SIMULTANEOUSLY LOOSE AND TIGHT ORGANIZATION

"There is an emphasis on team achievements and pride in individual accomplishments that contribute to the company's overall success" Google hires people who share their values There is also a lot of freedom, autonomy and collaboration on ideas. Google is one of the best examples of a LooseTight company
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EMERGING ISSUES IN ORGANIZATION CULTURE

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Innovation

Empowerment

Appropriate Culture

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Innovation
Radical
Major breakthrough that changes or creates whole industry E.g. Introduction of broadband wireless communication netork Creates a new functionality by assembling parts in a new way E.g. From a house use modem to installed chip Continues the technical improvement and extends the applications of radical and innovations E.g. Enhance the stability and speed of the broadband service

Systems

Incremental

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INNOVATION AT
Radical
Introduction of Google search machine that provide a wide range of data Including maps, images, webs, translates, books, calendar, Gmail etc.

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INNOVATION AT
Systems
Google maps become an application for mobile maps The combination of Google with Google browser

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INNOVATION AT
Incremental
Variation of tools and application through improvement and upgrade

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EMPOWERMENT
The process of enabling workers to set their goals, make decisions, and solve problems within their sphere of responsibility and authority

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EMPOWERMENT AT
20% of working hours, about one day of the week
Free to carry on their desirable projects or works Free to create their team in working toward the goals

Appreciation of innovative ideas

organization

toward

any

Innovation is our bloodline.

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Appropriate Culture
How is the organizational culture allow the empowerment of vision and mission Allow the workers to empower their ideas is necessary for innovation, while the common seen context is against it.

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Appropriate Culture in google

The founders Brin and Page themselves work innovatively Empowerment of workers in their innovations are prepared in the environment Organization policy such as 20% free working hours in doing your desirable project is very much encouraging. Innovative working environment
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CONCLUSION

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REFERENCES
Cogmap. (2010, October 15). Google Organizational Chart. Retrieved November 1, 2010, from Cogmap Web site: http://www.cogmap.com/chart/google Moorhead, G. (2010). Organizational Behavior: Managing People and Organizations. 9th Ed. South-Western Cengage Learning. U.S.A.

Abunasbi. (n.d.). Leadership Style of Google CEO; Eric Schmidt. Retrieved November 1,
2010, from Scribd Web site: http://www.scribd.com/doc/19030674/Leadership-Style-OfGoogle-Ceo-Eric-Schmidt Weber, S. (2007). Organizational Behavior: Google Culture in Perspective. Grin Verlag. Germany. Solomon, R.C. (1997). Its good business: Ethics and free enterprise for the new millennium. Parham, Maryland: Rowman and Littlefield Publisher. Google. (2009, September). Our Philosophy. Retrieved November 1, 2010, from Google's Corporate Information: http://www.google.com/corporate/tenthings.html
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THANK YOU!

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Q&A
1. 2. 3. 4. Cover Page Introduction Video History of Google 4.1 Google Products 4.2 Larry Page 4.3 Sergey Brin 4.4 Googles Mission 4.5 Googles Ten Core Principles 4.6 Googles Timeline 5. Peters and Waterman Approach 5.1 Bias for Action 5.2 Productivity Through People 5.3 Autonomy and Entrepreneurship 5.4 Hands-on Management 5.5 Simple Form, Lean Staff 5.6 Stick to the Knitting 5.7 Stay Close to Customer 5.8 Simultaneously Loose and Tight Organization 6. Emerging Issues in Organization Culture 6.1 Innovation 6.1.1 Radical 6.1.2 Systems 6.1.3 Incremental 6.2 Empowerment 6.3 Appropriate Culture 7. Conclusion 8. References
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