Founded as a small company in 2008, Google has grown to be a major technology company operating in almost all countries around the globe. Like many global companies, Google’s management and major operations are based in Amphitheatre Parkway, Mountain View California. Google is a leading world technology firm that aims at improving people’s information and attachment. The firm’s aspiration is to improve the lives of multitude number of world inhabitants.
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Google’s mission and vision
The firm’s mission is to categorise information and make it helpful and easily reached by people around the globe. Besides, the firm aims to provide a website, which is most acknowledged in the whole world because of innovativeness in advertisement and web search. Furthermore, the firm aims to convey relevant cost-effective online advertisement critical in generating income for the business sustainability. In addition, Google aims to provide other businesses with Ad Words programme innovative software used in promoting products and services. Moreover, the firm aims to apply network Ad Sense programme to provide relevant ads that would improve user experience and breed profits.
The approaches in managing 4 SHR axes
Various approaches are employed by Google to manage its operation competencies, human resources prospective as well as talents and skill echelons. Diversity is one of the areas Google executive have embraced in managing the staff. Google recognises the diverse attributes the workers as well as other stakeholders and ensures that different people are attended to differently. For instance, the firm attends to different employees and prospective customers at the right time and place (Henry 83).
The firm also emphasises on personal attributes, compensations based on performance as well as promotion of individual talent and innovativeness to ensure appropriate expectancy and all-inclusive organisation. Moreover, the firm also leverage the employment processes allowing staff to control their work schedules and be in charge of the job outcomes. Such flexibilities have resulted in the preservation and nurturing of required talent, groups of experts and motivation, which lead to increased productivity (Henry 84).
Essentially, the approaches used by Google in managing employees have led to production of innovative and quality products that satisfy the needs of customers. In addition, the management method has ensured employees have distinctive capabilities and skills required for increased performance (Henry 87).
Google management is committed in ensuring that the styles, norms, values, and beliefs are strictly followed. For instance, the firm’s cultural model of management allows cross-functional management practices that encourage work processes and motivate employees. The cross-functional models are aided by the open communication system that limits the organisational structure spectrum. Moreover, the organisation management model offers a sense of responsibility to workers and the result is the greater contribution to the organisation’s objectives.
Google operations, procedures strategies and decision-making processes are supported by system structures that support the management and attainment of desired goals. For instance, the human resources are supported by appropriate workforce database and inventories that are critical in compensations and legal submission procedures (Sadler 16). The corroborated systems in the general operations and management enable the firm to evaluate the outcomes besides augmenting efficiency through traceability and consistent operations that drive knowledge. Google systems are within the mainframe schemes including CRM and ERP prompt growth.
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Google manages organisation in terms of reporting lines, job roles, and structure. Cross-functional management structure adopted by the firm encourages the astral managerial leadership and innovativeness among employees. The moral principles and practices that motivate employees are based on cross-functional structure of the organisation. Google’s cross-functional management model makes employees be accountable for their personal actions right from the recruitment level.
The personal accountability combined with freedom to operate explains individual innovativeness that encourages employees to do extra work not only for the firm but also for personal goals. In addition, Google utilises its well-organised cross-functional structure to establish work divisions that influences all the management decisions. Through the organisational horizontal design, Google boasts of a well-driven regeneration and implementation strategy (Sadler 136).
Google approach in resourcing
The firm applies diverse approaches in sourcing for human resources. The emphases on talent and innovativeness as well as development of individual talents enable the firm to sources for the best talent. Even though the firm source for its needed talents through internal processes, outsourcing through outside sources is also applied by the organisation to perform its recruitment processes particularly where highly skilled and expertise is needed such as in the managerial positions (Henry 66).
In other words, outsourcing is effectual in the case where extremely specialised workers are needed. Google employs various methods of developing personnel. In other words, the managerial practices within the organisation have attracted the best talents since most people are given opportunities to grow talents. Moreover, the opportunities for employees to set and maintain own standards also encourage innovativeness and growth of individual talents.
Moreover, management of the firm pursues strategies that encourage organisational work processes in building up and instigating the advancement of individual innovativeness. In addition, the bonuses and other incentives that the firm offers to the best performers are also a motivating factor and encourage innovativeness and talent growth. Further, Google’s employees also like working under the cross-functional guidance arrangement.
How the firm is advertising its employment opportunities
Google emphasises on talented individual employees. As such, its employment strategies are geared towards getting the best talented people particularly graduate students. Google applies various strategies to advertise for job opportunities. As indicated, the use of different approaches in advertising for employment opportunities is targeted at experienced employees as well as highly skilled technical and administrative staff (Starkey 116).
The advertisement is done through recruitment organisations as well as the firm’s website. However, the inexperienced and talented employees are hired through the normal firm recruitment programmes. In addition, the human resource management fashions the Google job awareness and the general specifications as well as requirements. As such, Human Resources (HR) stands a chance of attaining the qualified candidates for the position of professional and executives through advertisement.
External pressures and drivers likely to trigger changes in Google Human Resources (HR) management
Various drivers bring about changes in the organisation both from external and internal sources. In innovative organisations such as Google, changes due to outside factors are likely to occur. However, change is an important aspect in any organisation dealing in competitive business such as Google, which is found in the technology industry. Changes may bring about development in new products, management procedures and increased business performance. As indicated, changes are frequent in technology industry in which Google belongs.
In Google, external environmental factors that are likely to bring about change include technological transformations, consumer preferences and legal regulations, political as well as economic conditions (Starkey 216). Essentially, external drivers such as financial conditions, proprietorship (amalgamation or buyout), legal and political situation as well as marketplace (technology and new entrants) variations triggers change in the human resource.
Google’s performance management processes
Google applies various models in its performance management processes. The general outcome of the organisation is highly valued. Besides, the firm put much emphasis on employees’ performances to increases the general organisation output. As such, performance management processes are geared towards attaining greater employees output.
In Google, employees are allowed to set their own goals and targets. The firm’s management responsibility is to help workers achieve their own set of goals. Moreover, the management teams are supposed to inspire and empower the employees towards the attainment of objectives that they have set. In fact, the responsibility of management is to facilitate the attainment of employees’ assigned task objectives as well as roles through functional controls.
Assessing the success of the set goals is conducted on a quarterly basis through the application of individual metrics choice. Advice and suggestions are provided in the process by the management. The role of management at this stage is to ensure employees progress towards the attainment of the set goals while the employees set own benchmarks. Such practices have contributed positively to the attainment of the firm’s objectives. In this case, employees see themselves as leaders as their roles and responsibilities are leveraged at personal levels.
In addition, employees are given the opportunity to handle job processes and come up with methods as well as techniques of attaining the required results. Through the practice, employees are encouraged to be own leaders and in effect are highly motivated towards attaining their own as well as the firm’s goals and objectives. In addition, employees are encouraged to be innovative and conduct open discussions on the ways through which the objectives can be attained. The performance management model offers a sense of responsibility to the workers and the result is greater contribution to the organisation’s objectives.
The healthiness of Google’s resource base
The success of the firm has been attributed to rich human resource base. In addition, the manner in which the human resources are managed and improved contributes hugely to the success of the organisation. Google is full of talented and skilled employees that contribute to increased product development that satisfy the needs of the consumers. In fact, Google’s management structure encourages the astral managerial leadership and innovativeness among the employees.
Google employees are held accountable for their personal actions right from the recruitment level. The personal accountability combined with freedom to operate explains individual innovativeness that encourages employees to do extra work not only for the firm but also for personal goals. Essentially, strategies such as management structure, personal accountability, time management policies, personal goal setting as well as continuous training and development of employees are geared towards enhancing the human resources.
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Learning and development opportunities available in Google
Google recognises the volatility of the industry in which it belongs. The quick rate of technological changes requires regular training of the workforce in order to remain relevant in their respective roles. In other words, the acquisitions of new skills need to be a continuous process. Essentially, training the workforce enhances skills and knowledge essential in the development of new products. Studies indicate that organisations that are high performers invest time and financial resources in educating and training the workforce. Google provide training and development opportunities to its employees both at individual and organisational levels.
Besides, the freelance approach in managing employees where employees set their own target is critical in enhancing employees’ skills and expertise. Besides, employees are inspired and empowered by management teams towards the attainment of their own objectives. Advice and suggestions are provided in the process by the management.
The role of management is to ensure the employees progress towards the attainment of the set goals within personal point of reference. Such practices have contributed positively to the enhancement of skills, talents and expertise needed in the attainment of the firm’s objectives. In this case, employees have the opportunity to develop their leadership skills as their roles and responsibilities are leveraged at personal levels.
Further, flexibilities in roles and responsibilities enable workers to change their occupational descriptions when the need arises. In addition, employees are given the opportunity to handle job processes and come up with methods as well as techniques of attaining the required results. Through the practice, employees are encouraged to be own leaders and in effect are highly motivated towards attaining their own as well as the firms goals and objectives.
In addition, employees are encouraged to be innovative and conduct open discussions on ways through which the objectives can be attained. The corporate culture encourages openness since every individual in the organisation is allowed to pursue individual goals that contribute to the progress of the organisation.
As such, the managerial practices within the organisation have attracted the best talents since most people are given opportunities to grow talents. Moreover, the opportunities for the employees to set and maintain own standards also encourage innovativeness and growth of individual talents. Google’s management pursues strategies that encourage organisational work processes in building up and instigating the advancement of individual innovativeness.
Google’s communications and employee engagement
Google constantly establish different policies and initiatives geared towards improving its communication and engagement of workers as well as all stakeholders. Communications and engagement range from providing information regarding the firms’ policies to new products in the market. As indicated, communications is critical for the organisation not only to provide information regarding policies and new products but to the wider global community.
The organisation and all its stakeholders including employees appreciate the fact that they belong to the wider global corporate citizenship. In addition, the firm promotes initiatives that enhance the developments of communities in which it operates. Moreover, through such responsibilities, the firm shows close partnership with various communities and customers it serves.
Through appropriate communication channels, the stakeholders will be provided with information regarding the firm’s activities. Activities that promote good corporate citizenship are encouraged and communicated at all levels and places the firm operate (Henry 76). Besides, all employees are made to believe that appropriate corporate actions geared towards their personal growth developing communities as well as customers are critical for the growth and progress of the firm.
Working environment at Google
Google working environment consists of diverse workforce, customers, suppliers as well as other stakeholders. In fact, diversity within the workforce is the central competency that provides the firm with increased competitive advantage. In the current global competitive market, engaging diverse employees and being inclusive at all levels of business processes is critical for the attainment of the organisation’s objectives.
The firm tends to capitalise on the diverse competencies existing within the workforce to attain the set objectives. In fact, all employees are made to acknowledge different roles they play in the organisation and orient their skills, strengths and perspectives towards attaining the set goals. In addition, the employees’ competencies, strengths and views are valued by the organisation. Moreover, Google tends to encourage participatory and inclusive workforce at all levels. In an environment where the employees’ competencies, strengths and views are valued by the organisation, there is likelihood of increased positive outcomes on set goals due to derived motivation.
At the organisational level, the firm manages teams with complementary skills to achieve a particular goal. In addition, line managers are allowed to come up with individual strategies that enable the attainment of the required objective. Further, the firm promotes integrated teams of site leaders as well as line managers working together to generate an all-inclusive culture where respect of individual contribution is highly valued (Starkey 116). The teams provide leadership and knowledge-based opportunities, enhance communication between individual employees and immediate managements as well as assist in the realisation of the managerial multiplicity strategies.
Google organisation culture
Like any large firm, culture within Google influences all the processes ranging from production to the relationship between the business and various stakeholders. Besides, various aspects determine culture in Google ranging from management structure to employees engagement. In fact, behaviours, activities and work processes determine the cultural values of the organisation.
In Google, there are practices, management behaviours as well as activities that determine the culture of the organisation. For instances, Google management embraces diversity within the workforce. Diversity is one of the cultural aspects that have led to the success of the organisation. In fact, being a large corporation, diversity within the workforce cannot be avoided. In addition, diversity in views, technical skills as well as competencies are inevitable.
As such, the firm must embrace diversity within all work processes in order to be successful (Starkey 161). The manner in which the organisation manages diversity determines its success. Google values diversity in all levels of the organisation and work processes. Therefore, diversity is one of the cultural aspects of the firm that has contributed to its success (Starkey 161). Besides diversity and inclusion, the firm values other cultural aspects including corporate citizenship, trust and respect, safety, integrity, quality, hard work and success as well as innovation.
Rituals, artifacts, stories, vales and behavioural models in Google
Google culture supports diverse aspects of artifacts, models, approaches, beliefs, expectations and values. Actually, employee interactions regarding these aspects have direct influence on the brand and performance of the organisation. The impressions are mechanically improved and sustained by the shareholders and workforces. The senior management of the organisation embraces the shared values, norms, beliefs and behaviours in the organisation.
Whether rituals, artifacts, stories, vales and behavioural models in Google are cultural aspects that provide identity
The open culture used by Google is strong enough to provide an identity to fresh employees. Google has enjoyed long-term success owing to innovative practices and behaviours linked to culture. The culture is innovative, aggressive, stable, detail, people, team and outcome oriented. Therefore, it characterises employee habits, beliefs, symbols, systems, working language, norms, visions, and collective values (Robbins and Judge 111).
Google leadership style
Google horizontal structure provides transformational leadership style that enhances employees’ motivation. Essentially, the organisation’s leadership style plays a critical role in the motivation of employees. The management and leadership style removes obstacles that alienate employees from work processes. In other words, the leadership style encourages employees towards attaining the desired outcome.
Google adopts leadership styles that create positive changes and inspires employees towards attaining the goals of the organisation. For instance, transformational type of managing employees is one such style of leadership. Transformational leadership is characterised by its inspirational nature and positive changes it creates in an organisation.
In order to achieve increased performance among employees, Google often adopt a leadership style that takes into consideration the concerns of employees. In addition, the leadership style focuses on encouraging workforce to attain the goals of the organisation. In fact, the leadership style is geared towards creating positive change among employees (Robbins and Judge 111). Studies indicate that performance attributes of employees increase when their concerns are greatly considered by the organisation’s management.
Google changes and transitions
The firm transitions revolve around developing new products and reaching the target clients at the shortest time possible, in the most convenient way and at the least cost possible (Sadler 133). As such, the firm strives to create a channel of distribution that endeavours to attain the major operational goals.
The transitions are based on the firm mission of categorizing information and making it helpful and easily reached to the clientele. The strategic operations of the firm include modernised supply chain, customer oriented product management and the corporate strategies that are supported by suitable technological applications. The firm is currently focusing on offering satisfying customer online experience through reliable and affordable search engines.
As such, the firm has streamlined and harmonised operations in all its online products as well as supply chain processes in order to respond speedily to the needs and requests of the customers (Robbins and Judge 112). The significant programme in the operations is to discover and disseminate best-in-class practices, procedures and measures to guarantee continuous implementation of novel and innovative standards. Technology is the major driver to attain the required standards. The firm’s regular guide provides comprehensible and viable course of action for the development, illustratable supply of products as well as communication procedures to set up perfect implementation and operational excellence.
In addition, the firm has continued to adopt system landscape, supply chain as well as exchange demanding scheduling procedures (Sadler 133). The adaptation of the business processes has enabled the firm to enhance in-season flexibilities experienced in the online products, attain increased responsiveness to varying trends and to accomplish the economies of scale in all operational activities. Essentially, all the firm operations are focused on fulfilling the consumer needs. As such, the firm has adopted the sell-through oriented perspective or pull model in the strategic operations.
Google’s change process through Kotter’s 8 steps
Step 1: Creating sense of urgency
Google teams assist in the realisation of the managerial strategies, provide leadership and novel visions, and enhance communication between individual employees and organisation management.
Step 2: Generating the guiding coalition
Google inspire the leading team for change to be effective in decision-making. Yet, it adequately clarifies the diverse values, reinforces visions, empowers performance, aligns communications, targets high impact zones and underscores on achievement.
Step 3: Developing change vision
The firm has flexible, practicable, appropriate, conceivable and contagious vision that enlightens the future success to every participant.
Step 4: Communicating the vision for buy-in
Google airs its vision through organizations and social media. The notion ensures that communication is invitational, repeatable, vivid, simple, and consistent with the vision and organisation strategy.
Step 5: Empowering broad-based action
Google promptly deals with change barriers through employee’s comprehension of the need for transformations. Similarly, the firm modifies its resources, reviews the formal politics, and motivates employees as a reward of organisational success (Robbins and Judge 119).
Step 6: Generating short-term successes
Google has put in place various strategies that encourage development of new products that foster success within the shortest time possible. The firm makes such accomplishments vibrant, definite and simple as well as champions the management to destabilise the credibility of resistance of skeptics.
Step 7: Never letting up
Google has initiated various projects in different nations. In addition, the firm has capable employees to instigate the desired change. Besides, the top management implements fresh practices and behaviours besides rewarding employees to motivate and boost their morale during the process of change.
Step 8: Make it stick
Google’s management reviews and adjusts actions after the change developments. In addition, the firm celebrates its achievements after measuring the performance in change inventiveness among employees (Robbins and Judge 119). The continuity in development of new products to ensure change is secured in the existing culture after the management communicates the feedback from the change results.
The manner in which the change is being implemented
Google set-ups change using various implements like power, management and leadership. Through organisational power, Google apply elements of pressure to instigate change in the mind of employees. For success, the management provides information in its normal ritual and tradition systems of measurements (Robbins and Judge 121). However, Google’s management has implemented change through operational processes, systems of control, role description, training, enticements, promotion, as well as hiring and firing.
Innovativeness of the firm is the distinctive capability that increases its competitive advantage. Besides, Google cannot survive without being innovative due to the threat of increased competition. As such, the firm encourages continuous improvements on its online products to suit the needs of the customers (Robbins and Judge 121). In fact, the firm has put in place various strategies that promote excellence and innovativeness among employees. Innovativeness is one of the cultural practices that directly increase the firm’s competitive advantage. Besides, innovativeness among employees is encouraged particularly in the development of new products and services.
As indicated, the organisation’s management structure as well as leadership style remains critical factors that influence the work performances in Google. The relationship between motivation, employee engagement and communication as well as work performance is direct. As such, human resource management should put in place strategies that promote employees motivation. The likelihood of attaining increased performance on motivated employees is very high. Therefore, Google should focus on strategies that motivate employees in order to improve performance. Furthermore, Google should embrace behaviours that increase its capabilities as well as competitive advantage.
Henry, Anthony. Understanding Strategic Management. Oxford, UK: Oxford University Press, 2008. Print.
Robbins, Stephen and Timothy Judge. Organisational Behaviour. Upper Saddle River, NJ: Pearson Education, 2011. Print.
Sadler, Philip. Strategic Management. London, UK: Kogan Page Publishers, 2003. Print.
Starkey, Ken. Strategic Management: Issues and Cases. Hoboken, NJ: John Wiley & Sons, 2009. Print.