Introduction

Google is a multinational public organisation. It creates and hosts internet-

based products and services. Google is considered amongst the most
massive search engines available over the Internet, and it holds more than a
billion searches. Sergy Brin and Larry Page started Google as their college
research project while doing PhD in January 1996 at Stanford University in
(Hosch and Hall, 2018). In the UK, Google is the highly dominant search
engine. Google achieves a lead in the creation of their mobile operating
system, i.e. Android which is in use of most of the famous mobile
manufacturers like Nexus, Motorola Etc. Recently, Google is among the most
reliable brands recognised worldwide (Hosch and Hall, 2018).
1. What is likely to be the organisational structure of your company
(e.g. flat or tall), in your discussion include any changes to the
structure during the history of the organisation and how does the
current structure influence staff motivation?
Google possesses a cross-functional organisational structure that is
technically the corporate matrix structure having a valuable extent of flatness
(Smithson, 2018). This particular flatness represents the structural feature,
which gives support to the competitiveness and growth of the company (Noe,
Hollenbeck, Gerhart and Wright, 2006)
. The important characteristics of the corporate structure of Google are:
 Product-based definition
 Function-based definition
 Flatness
The corporate structure of Google uses the function as a foundation for
grouping employees. Products are also used by business as the foundation
for grouping employees. The flat organisation structure shows that the groups,
teams, and employees of Google can directly communicate with higher
management (Smithson, 2018). In this way, employees can share information
easily across teams.
In this particular flat hierarchy organisation, plenty of flexibility is given to
employees when the matter is to select the projects they are working on. Staff
is also encouraged by the company to pursue interests that are associated
with the company. Furthermore, rather than getting training from senior
management, workers can do the task in their particular way (Guest, 2002).
The relaxed environment gives psychological comfort and motivates the
workforce.
2. Using Charles Handy’s model of organisational culture, asses
which type of learning would fit your company. How could this
influence the type of people recruited to the organisation?
Google is considered amongst those organisations that are combining a
robust organisational culture with technological innovation successfully. The
current Google's corporate culture is People Culture. The CEO of Google,
Larry Page, stated this in his recognised statement that: "The individuals
working behind the scene are those who made Google the organisation it is
today" (Noviantoro, 2014).
The culture of Google is very informal. The employees are working in very
dense groups, three to four workers are sharing space with dogs and
couches. It possesses virtually invisible employees and hierarchy with
wearing uniforms (Noviantoro, 2014). This corporate culture motivates for
efficiency and smartness amongst the employees of Google. The objective is
to encourage employees to make efforts for excellence. Furthermore, the
involvement of an employee in experiments and projects is supported by the
company. The organisational culture of Google forms a social ambience
which is warm. Warmth is the characteristic that facilitates sharing of
information and satisfaction of employee.
The organisational culture of the company maintains a small-company-
family structure. Hence, the corporate culture of Google supports the
enhancements in innovation via the ideas sharing and the ability to respond
rapidly to the international market for consumer electronics, Internet services,
cloud computing and IT (Vozza, 2018).
3. Using the company you have chosen explain how the
management style in the company you have chosen influences
employee motivation?
At Google, there is the existence of democracy in which a considerable
voice is given to employees. Workers are free to utilise any quantity of
channels of expressions for delivering their thoughts and ideas. There are
regular surveys conducted for employees to express about their managers
(Worstall, 2013).
One of the strong beliefs of Google is that they can acquire additional
output from workers by allowing some freedom. Employees of Google are
permitted freedom on working hours, and they can go for fun when they want,
like, for a game, massage, or the gym. Furthermore, the company permits
every worker to spare 20% of his time for performing activities of their choice
(Worstall, 2013).
Two-factor theory concept is used by Google to ensure that workers
are enjoying the office environment while working (Manimala and Wasdani,
2013). The organisation retains an excellent working environment, and to its
staff and amongst the entire world, benefits given by Google Inc. are the best
ones. Laughter and fun are applied to the workplace. A room is set containing
massage chairs that staff can enjoy sitting at for relaxation (Guest, 2002).
With this two-factor theory, Google can bring benefits to their organisation.
The primary benefits are that the workers will become more creative and
efficient as Google creates an outstanding working environment for its
employees. In this case, this results to the direct loss of the company, which
goes unnoticed many times, and Google Inc. is unable to make sure the
efficiency of new staff (Vozza, 2018).
4. Discuss the importance of training and development as a primary
HR function for your company. Describe the way in which it is
used in the company, i.e. the training method.
Google’s practices of HRM covers efficient worker training programs,
along with performance management to enhance the capabilities of human
resource. It uses appropriate need analysis to design the training programs
with the purpose of supporting the innovative workers. The results of training
programs are analysed regularly to make sure that they are coping with the
human resource needs of Google.
Human resource management of Google used a variety of ways for
delivering the training programs, such as on-job training, simulations, and
discussions (Alex, 2018). Through discussions, Google becomes able to
retain robust communication with employees. Through robust
communications, the advantages from training programs are achieved via
feedback received from the trainee. The creative responses are facilitated by
through simulations. Through simulations, the employees of Google get
empowered to understand the products, projects, work tasks. On-the-job
training is used by the HRM of the company to increase the transfer of
information to new interns or hires (Noe, Hollenbeck, Gerhart and Wright,
2006). Most of these interns who showed great skills while working are hired
by the organisation later on.
Google owns descriptive and summative motives in analysing the training
programs. A summative purpose is to identify the program's effectiveness in
developing the human resource. The evaluation's descriptive motive is to
know the impact of training on workers. Evaluation variables are used by the
human resource management of Google, e.g. learning and response of
trainees, and the outcomes of training programs regarding modifications in
human resource abilities, skills, and knowledge (Alex, 2018).
Conclusion
Google through the application of flat organisational structure and
strong culture can create an environment that is highly favourable for its
employees. At Google, democratic leadership style is practised that
encourages employees in participating company’s decisions and valuing them
for their significance for the organisation. Their training and development
needs are met by offering on-job training, discussions and simulations. The
purpose is to keep them engage in the organisational affairs and enhance
their skills for achieving organisational goals.
Bibliography
Alex, K., 2018. How Google Creates Impactful Employee Training. Available
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impactful-employee-training
Guest, D., 2002. Human resource management, corporate performance and
employee wellbeing: Building the worker into HRM. The journal of industrial
relations, 44(3), pp.335-358.
Manimala, M. J., & Wasdani, K. P. (2013). Distributed leadership at Google:
Lessons from the billion-dollar brand. Ivey Business Journal, 77(3), 12-14.
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Vozza, S., 2018. This is how Google motivates its employees. Available at
https://www.fastcompany.com/90230655/how-google-motivates-its-employees
Worstall, T., 2013. Lessons From Google's Management Style. Forbes.
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from-googles-management-style/#261586556034