{"id":4644,"date":"2023-02-23T06:11:13","date_gmt":"2023-02-23T05:11:13","guid":{"rendered":"https:\/\/intermedio.ch\/?p=4644"},"modified":"2023-10-24T11:24:06","modified_gmt":"2023-10-24T09:24:06","slug":"google-a-reflection-of-culture-leader-and-management","status":"publish","type":"post","link":"https:\/\/intermedio.ch\/en\/google-a-reflection-of-culture-leader-and-management\/","title":{"rendered":"GOOGLE: A reflection of culture, leader, and management"},"content":{"rendered":"

Abstract<\/h2>\n

This paper provides a viewpoint of the culture and subcultures at Google Inc., which is a famous global company, and has a huge engineering staff and many talented leaders. Through its history of development, it has had positive impacts on society; however, there have been management challenges. The Board of Directors (BoDs) developed and implemented a way to measure the abilities of their managers, which helped to identify problems. This paper will analyze the case study of Harvard Business Review, Oxygen Project, and clarify the management problem in Google\u2019s organization. It will also compare Google with Zappos, a much smaller organization, and present how the BoDs of Zappos assesses its culture and subcultures. In this paper, we will recommend eight important points to building an organizational culture that is positive for stable growth of a company. We believe that much of what be learned could be useful to other business leaders, regardless of company scale.<\/p>\n

Introduction<\/h2>\n

In a large society, each company is considered a miniature society (Mawere 2011). Similar to large societies with large cultures, small societies also need\u00a0 to\u00a0 build their own cultures. A culture is influenced by many factors and determines if it is a great culture. Corporate culture requires both the attention to the efficiency of production and business and to the relationship among people in the organization closely (Bhagat et al. 2012). Regardless if it is a large or a small organization, it must encounter issues of cooperation among individuals and groups. There are many factors leading to the success of business process re-engineering in higher education (BPR), the main four elements are culture, processes, structure, and technology. Culture is\u00a0 listed\u00a0 as\u00a0 number one (Ahmad et al. 2007). Hence, culture becomes\u00a0 the most important factor to the success of the development of a business. Organizational culture is the set of shared beliefs (Steiber and Al\u00e4nge 2016), values, and norms that influence the way members think, feel, and behave. Culture is created by means of terminal and instrumental values, heroes, rites and rituals, and communication\u00a0networks (Barman n.d.). The primary methods of maintaining organizational culture are through the socialization process by which an individual learns the values, expected behaviors, and necessary social knowledge to assume their roles in the organization.\u00a0 In addition, (Gupta and Govindarajan 2000) and Fig.1 in (Ismail Al-Alawi et al. 2007) illustrates that culture was established by six major factors, such as information systems, people, process, leadership, rewarding system, and organization structure. Therefore, there is a wide variety of combined and sophisticated cultures in the workplace, especially in big corporations like Google, Facebook, Proctor & Gamble, etc. Each organization tends to have a common goal, which is to create a culture that is different from other companies and to promote their teams to be creative in developing a distinctive culture (Stimpson and Farquharson 2014). Clearly, we can see that Google\u2019s culture is different\u00a0 than\u00a0 others.\u00a0 What makes this company unique\u00a0 and\u00a0 different\u00a0 from\u00a0 others, as well as the dominant cultures and subcultures existing at this company? How\u00a0 do\u00a0 leadership\u00a0behaviors impact the organizational culture? By operating a case\u00a0study of \u00a0a \u00a0Harvard \u00a0Business \u00a0Review \u00a0to \u00a0analyze \u00a0its\u00a0organizational culture, subsequently, having compared it with Zappos\u2019 culture, this paper will clarify the similarities and differences in managing organizational cultures.<\/p>\n

Company overview<\/h2>\n

This part shows how Google became\u00a0 famous\u00a0 in\u00a0 the world and its culture and\u00a0 subcultures\u00a0 made\u00a0 it\u00a0 a\u00a0 special case for\u00a0 others\u00a0 to\u00a0 take\u00a0 into\u00a0consideration.\u00a0 Google is one of the few technology companies which continue to have one of \u00a0the \u00a0fastest \u00a0growth \u00a0rates \u00a0in the world. It began by creating a search engine that combined PageRank system, developed by Larry Page (ranking the importance of websites based on external links), and Web search engine, created by Sergey Brin (accessing a website and recording its content), two co-founders of the company (Jarvis 2011;Downes 2007). Google\u2019s achievements absolutely do not come from any luck. Google has made extra efforts\u00a0 in\u00a0 creating an index of a number\u00a0 of\u00a0websites,\u00a0 which\u00a0 have been up to 25 billion websites. This also includes 17 million images and one\u00a0 billion\u00a0 messages\u00a0 to\u00a0 Usenet group (Downes, 2007). Besides searching for websites, Google users are able to search for PDF\u00a0 files,\u00a0 Post- Script, documents, as well as Microsoft, Lotus,PowerPoint and Shockwave files. Google processes nearly 50% of search queries all over the world. Moreover, it is the number one search option\u00a0 for web users and is\u00a0 one of the top five websites\u00a0 on the\u00a0 Internet, which have more than 380 million users and\u00a0 28 billion visits every month, and more than\u00a0 50%\u00a0 of\u00a0 access from countries outside the US (Desjardins 2017). Google\u2019s technology is rather special: it can analyze millions of different variables of users\u00a0 and\u00a0 businesses who place advertisements. It then connects them with millions of potential advertisements and gives\u00a0 messages of advertisement, which is closest to objects in less than one\u00a0 second.\u00a0 Thus, Google\u00a0 has\u00a0 the\u00a0 higher rate of\u00a0 users\u00a0 clicking\u00a0 advertisements\u00a0 than\u00a0 its\u00a0 opponent Yahoo, from 50 to 100%, and it dominates over\u00a070% market share of paid advertisements (Rosenberg (2016<\/span>). Google<\/span>\u2019<\/span>s self-stated mission: <\/span>\u201c<\/span>to organize the world<\/span>\u2019<\/span>s information and make it universally accessible and useful (Alves,\u00a0<\/span>n.d.).<\/span>\u201d <\/span>Nowadays, it is believed that people in the world like <\/span>\u201c<\/span>Google<\/span>\u201d <\/span>withwords <\/span>\u201c<\/span>the useful-lively information storage\u201d.<\/span><\/p>\n

Company culture<\/h3>\n

Researching Google\u2019s culture, we would know Laszlo Bock, Head of People Operations at Google, the equivalence of Human Resources (HR) Director at other companies. \u201cPeople operation\u201d is a combination\u00a0 of\u00a0 science and human resources where Google looks at everything from a perspective of data (McAfee and Brynjolfsson 2012; Cukier and Mayer-Schoenberger 2013). As a result, Google is always in the top companies throughout the last time.<\/p>\n

Operating HR is obviously a field of science at Google. They are constantly experimenting and innovating to find the best way to satisfy employees and to help them work effectively. They do everything based on collecting and processing of collected data, using data to evaluate staff and to help them improve their work efficiency (Davenport et al. 2010). If an organization wants to hire talented people who cannot be recruited in\u00a0 cash,\u00a0 they must focus on building a great working culture. This includes working environment, meaningful work, and employees\u2019 freedom (Meek, 2015).<\/p>\n

Google is really touched by this philosophy, not just planning it out loud. They constantly experiment it, then improve it because it is paramount to the success of the company. For whichever company, all things start with people. A great company needs great people. One way to attract and retain such people is to make their work interesting. Mark Twain said: \u201cWork and play are words used to describe the same thing under differing conditions (Emmerich 2009).\u201d<\/p>\n

Before heading to know about the culture, as well as subcultures, it is necessary to understand explicitly what cultures andsubcultures are. At page\u00a0 27\u00a0 in\u00a0 (Schein,\u00a02009), \u201cculture is a pattern of shared tacit assumptions learned or developed by a group as it solves its problems of external adaptation and internal integration that have worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems.\u201d How about subcultures? The author, Schein claimed that the bigger an organization is, the more subcultures it contains because it is explained that \u201cwhen organizations grow and mature, they not only develop their own overall cultures, but they also differentiate\u00a0 themselves\u00a0 in many subcultures based on occupations, product lines, functions, geographies, and echelons in the hierarchy\u201d(Schein 2009).<\/p>\n

According to (\u041f\u0435\u0442\u0440\u0443\u0448\u0435\u043d\u043a\u043e et al. 2006;\u00a0Eliot 2010; Zimmermann 2015; Martin 2004; Yergler 2013), needless to say, that Google exists with a special culture and a wide variety of subcultures because of its non-stop development. Thanks to the video clips (see at \u201cCulture inside Google<\/em>\u201d; <\/em>\u201cGoogle Culture<\/em>\u201d; \u201cGoogle<\/em>\u2019sorganizational culture<\/em>\u201d), as well as a myriad of websites on the Internet mentioning the culture of Google, it fa- cilitates us to understand more about\u00a0 Google\u2019s\u00a0 culture and learn more lessons about the different ways\u00a0 to manage this company by the establishers.<\/p>\n

Predominant culture at Google<\/h3>\n

The dominant culture in the organization depends on the environment in which the company operates the organization\u2019s objectives, the belief system of the employees, and the company\u2019s management style. Therefore, there are many organizational cultures (Schein 2017).\u00a0 The Exhibit 3.1 at page 39 in (Schein,\u00a02009) provides what culture is about. For example, employee follows a standard procedure with a strict adherence to hierarchy and well- defined individual roles and responsibilities. Those in competitive environments, such as sales may forget strict hierarchies and follow a competitive culture where the focus is on maintaining strong relationships with external parties. In this instance, the strategy is to attain competitive advantages over the competition. The collaborative culture is yet\u00a0 another\u00a0 organizational\u00a0 way\u00a0 of life. This culture\u00a0 presents\u00a0 a\u00a0 decentralized\u00a0 workforce with integrated units\u00a0 working\u00a0 together\u00a0 to\u00a0 find\u00a0 solutions to problems or failure.<\/p>\n

Why do many large companies buy its innovation? Because its dominant culture of 99% defect-free operational excellence squashes any attempts at innovation, just like a Sumo wrestler sitting on a small gymnast (Grossman-Kahn and Rosensweig,\u00a02012). They cannot accept failures. In fact, failure is a necessary part of innovation and Google took this change by Oxygen Project to measure the abilities of their multicultural managers. This means that\u00a0 Google itself possesses multiple different\u00a0 cultures (see\u00a0 Google\u2019s clips). Like Zappos, Google had established a common, organizationalculture for\u00a0 the\u00a0 whole\u00a0 offices that are distinctive from the others. The predominant culture aimed at Google is an open culture, where everybody and customer can freely contribute their ideas and opinions to create more comfortable\u00a0 and friendly working environment (Hsieh 2010a).<\/p>\n

The fig. 2.1 in chapter two of (Schein 2009) and page 17 in part one of (Schein 2017) provide us three levels of culture which are Artifacts, Espoused values and Under- lying assumptions\u00a0 <\/em>helping us\u00a0 to\u00a0 understand\u00a0 the\u00a0 culture at Google.\u00a0 At page\u00a0 84, in (Schein 2009), the \u201cartifacts\u201d are identified such as dress codes, level of formality in authority relationships, working hours, meeting (how often, how run, timing), how are decisions made, com- munication, social events, jargon, uniforms, identity symbols, rites and rituals, disagreements and conflicts, balance betweenwork and family. <\/em>It seems that Google is quite open in these artifacts by showing a respect for uniform and national culture of each\u00a0 staff\u00a0individually and giving them the right to wear traditional clothes.<\/p>\n

Working at Google, employees enjoy free food served throughout the day, a volleyball court, a swimming pool, a car wash, an oil change, a haircut, free health care, and many other benefits. The biggest benefit for the staff is to be picked up on the day of work. As assessed by manytraffic experts, the system set up by Google is considered to be a great transport network. Tad Widby, a project manager and a traffic system researcher throughout the United States, said: \u201cI have not seen any larger projects in the Bay Area as well as in urban areas across the country\u201d(Helft 2007). Of course, it is impossible for Google to \u201ccover up the sky\u201d, so Yahoo also started implementing the bus project for employees in 2005. On peak days, Yahoo\u2019s bus also took off. Pick up about 350 employees in San Francisco, as well as Berkeley, Oak- land, etc. These buses run on biofuels and have Wi-Fi coverage. Yet, Danielle Bricker, the Yahoo bus coordin- ator of Yahoo, has also admitted that the program is \u201cin- directly\u201d inspired by Google\u2019s initiative(Helft 2007). Along with that, eBay recently also piloted shuttle bus transfers at five points in San Francisco. Some other cor- porations are alsoemerging ideas for treatment of staff is equally unique. Facebook is an example, instead of fa- cilitating employees far from the workplace; ithelps people in the immediate neighborhood by offering an additional $10,000 for an employee to live close to the pillar within 10 miles, nearby the Palo Alto Department (Hall 2015).<\/p>\n

When it comes to Google, people often ask what the formula for success is. The answer here is the employees of Google. They create their ownunique workplace cul- ture rules to create an effective work environment for their employees. And here are the most valuable things to learn from Google\u2019s corporate culture (Scott 2008) that we should know:<\/p>\n

Tolerate with mistakes and help staff correct<\/em><\/h4>\n

At Google, paying attention to how employees work and helping them correct mistakes is critical. Instead of pointing out the damage andblaming a person\u00a0 who caused the mistake, the company would be interested in what the cause of the problem was and how to fix it as quicklyand efficiently as possible.<\/p>\n

Also\u00a0 as\u00a0 its\u00a0 culture,\u00a0 we\u00a0 understand\u00a0 that\u00a0 if\u00a0 we\u00a0 want to make breakthroughs in the workplace,\u00a0 we\u00a0 need\u00a0 to have experimentation, failureand repeat the test. Therefore, mistakes and failures are\u00a0 not\u00a0 terrible\u00a0 there. We have the right to be wrong and have the opportunity to overcome failure in the support of our superiors and colleagues. Good ideas are always encouraged at Google. However, before it is accepted and put into use, there is a clear procedure to confirm whether it is a real new idea and practical or not?<\/p>\n

Exponential thought<\/em><\/h4>\n

Google developed in the direction of\u00a0 a\u00a0 holding\u00a0 company \u2013 a company that does not directly produce products or provide services but simply invest in capital by buying back capital. In the company,\u00a0 the criteria for setting the\u00a0 ten\u00a0 exponential\u00a0 function\u00a0 in\u00a0 lieu of focusing onlyon the change in the general increase. This approach helps Google improve its technology and deliver great products to consumerscontinuously.<\/p>\n

The talent<\/em><\/h4>\n

Of course, every company wants to hire talented people to work for them. However, being talented is an art in which there must be voluntary work and enthusiasm for the work of the devotees. At page 555 in (Saffold 1988) illustrated that distinctive cultures dramatically influen- cing performance do exist. Likewise, Google, Apple, Net- flix, and Dell are 40% more productive than the average company which attracts top-tieremployees and high performers (Vozza 2017). Recognizing this impact, Goo- gle created a distinctive corporate culture when the companyattracted people from prestigious colleges around the world (West 2016; Lazear and Gibbs 2014).<\/p>\n

Build a stimulating work environment<\/em><\/h4>\n

When it comes to the elements that create creativity and innovation, we can easily recognize that the working en- vironment is one of themost important things. Google has succeeded in building an image of a creative wor- king. Google offices are individually designed, not dupli-cated in any type of office. In fact, working environment at Google is so comfortable so that employees will not think of it as a working room, with a full area of work, relaxation, exercise, reading, watching movies. Is the orientation of Google\u2019s corporate culture to stimulate creativityand to show interest in the lives of employees so that volunteers contribute freely (Battelle 2011)?<\/p>\n

Subculture is also a culture, but for a smaller group or community in a big organization (Crosset\u00a0 and\u00a0 Beal 1997). Google, known as the global company with many more offices, so there are many subcultures\u00a0 created among groups of people who work together, from sub- culturesamong work groups to subcultures among eth- nic groups and nations, multi-national groups, as well as multiple\u00a0 occupations,\u00a0 functions,\u00a0 geographies,\u00a0 echelons in the hierarchy and product\u00a0 lines.\u00a0 For\u00a0 example,\u00a0 six years ago, when it bought 100 Huffys for employees to usearound the sprawling campus,\u00a0 has\u00a0 since\u00a0 exploded into its own subculture. Google now has a seven-person staff of bicycle mechanics that maintains a fleet of about 1300 brightly-colored Google bikes. The company also encourages employees to cycle to work by providing locker rooms, showers and places to securely park bikes during working hours. And, for those who want to com- bine meetings with bike-riding, Googlers can use one of several seven-person (Crowley 2013).<\/p>\n

Leadership influences on the culture at Google<\/h3>\n

From the definition of leadership and its influence on culture; so what does leader directly influence the\u00a0 cul- ture existed? According to Schein, \u201cculture and leader- ship are two sides of the same coin and one cannot understand one without the other\u201d, page three in (Schein 2009). If oneof us has never read the article \u201cGoogle and the Quest to create a better boss\u201d in the New York Times, it is listed in a priority reading. It breaks the no- tion that managers have no change. The manager really makes a difference (Axinn 1988; Carver 2011). In fact, a leader has a massive impact on the culture of the com- pany, andGoogle is not an exception. The leaders of Google concerned\u00a0 more about the demands and abilities of each individual, the study of the nature of human be- ing, an\u00a0 appreciation their employees as their customers. At Google, the founders thought they could create a company that people would want to work at when creat- ing a home-like environment. It is real that they focus on the workplace brings the\u00a0 comfort to staff creatively and freely (Lebowitz 2013).<\/p>\n

In my opinion, a successful business cannot be attrib- uted solely from a single star; that needs the brightness of all employees. Itdepends very much on the capacity and ability to attract talented people. It is\u00a0 the way in which the leader manages these talents, is the corner-stone of corporate culture. One\u00a0 thing that no one can deny is that a good leader must be a creator of a corpor- ate culture so that theemployees can maximize capabil- ities themselves (Driscoll and McKee 2007; Kotter 2008). To brief, through the view of Google\u2019s culture,BoDs tended and designed to encourage loyalty and creativity, based on an unusual organizational culture because cul- ture is not only able tocreate \u00a0an \u00a0environment, \u00a0but \u00a0it also adapts to diverse and changes circumstances\u00a0(Bulygo 2013).<\/p>\n

Company growth and its impact<\/h3>\n

\u201cRearrange information around the world, make them accessible everywhere and be useful.\u201d This was one of the main purposes set by LarryPage and Sergey Brin when they first launched Google\u00a0 on\u00a0 September\u00a0 4th, 1998, as a private company (Schmidt and Rosenberg 2014). Sincethen, Google has expanded its\u00a0 reach, stepped into the mobile operating system, provided mapping services and cloud computing applications,launched its own hardware, and prepared it to enter the wearable device market. However, no matter how varied and rich these products are, they are all about the one thing, the root of Google: online searching.<\/p>\n

1998<\/em>\u20132001: Focus on search<\/em><\/h4>\n

In its early years, Google.com was simply one with ex- treme iconic images: a colorful Google logo, a long text box in the middle of the\u00a0 screen,\u00a0 a\u00a0 button\u00a0 to\u00a0 execute. One button for searching and the other button are \u201cI\u2019m feeling lucky\u201d to lead users to a random Google site. By May 2000,Google added ten additional languages to Google.com, including French, German, Italian, Swedish, Finnish, Spanish, Portuguese, Dutch,Norwegian and Danish, etc. This is one of the milestones in Google\u2019s\u00a0journey into the world. Google.com is available in over 150 languages (Scott 2008; Lee 2017).<\/p>\n

2001<\/em>\u20132007: Interface card<\/em><\/h4>\n

A very important event with Google\u00a0 around\u00a0 this\u00a0 time was the sale of shares to the public (IPO). In October 2003, Microsoft heard news of theIPO, so it quickly approached Google to discuss a buyout or business deal. Nevertheless, that intention was not\u00a0 materialized.\u00a0 In 2004, it was also the time when Google held a market share of 84.7% globally through collaboration with major Internet companies, such as Yahoo, AOL, and CNN. By February 2004, Yahoo stopped working with Google and separately stood out for engine search. This has led Goo- gle to lose some market share, but it has shown the im- portance and distinctness\u00a0 of\u00a0 Google.\u00a0 Nowadays,\u00a0 the term \u201cGoogle\u201d has been used as a verb just by visiting Google.com and doing an online search\u00a0 (Smith\u00a0 2010). Not stopping at the homepage search, Google\u2019s interface tag began to be brought to Gmail and Calendar with the links at the top of the page. Google homepage itself con- tinues to use this style.<\/p>\n

In 2006, Google also made an important acquisition to buy YouTube for $1.65 billion (Burgess\u00a0 and\u00a0 Green 2013). However, the company decided to keep YouTube as a separate brand and not to\u00a0 include\u00a0 it\u00a0 in\u00a0 Google Video search. Thanks to the backing of an Internet in- dustry giant, YouTube has grown to become the world\u2019s largest online video sharing service (Cha et al. 2007).<\/p>\n

2007<\/em>\u20132012: Navigation bar, Google menu, Google now<\/em><\/h4>\n

Google began to deploy a new navigation bar located at the edge of the screen. Itincludes links to a place where to look for photos, videos, news, maps, as well as buttons to switch to Gmail, Calendar, and other servicesdeveloped by the company. In the upper left corner, Google added a box displaying Google + notifications and user accounts\u2019 image. GoogleNow not only ap- peared on Android and \u00a0it\u2019s \u00a0also \u00a0brought \u00a0to \u00a0Chrome on a computer as well as iOS. All have the same op- erating principle,and \u00a0the \u00a0interface \u00a0card \u00a0still \u00a0appears as Android it is.<\/p>\n

2013<\/em>\u20132014: Simplified interface<\/em><\/h4>\n

Google has moved all of the icons that lead to its other applications and services to an\u00a0 App\u00a0 Drawer\u00a0 button\u00a0 in the upper right hand, at thecorner of the screen. In addition, Google.com also supports better voice search through the Chrome browser. Google has experimented with other markets, such as radio and print publications, and in selling advertisements from its advertisers within offline newspapers and magazines.As\u00a0 of\u00a0 November 2014, Google operates over 70 offices over 40 countries\u00a0(Jarvis 2011; Vise 2007).<\/p>\n

2014<\/em>\u20132017: Chrome development and facing challenges<\/em><\/h4>\n

In 2015, Google would turn\u00a0 HTTPS\u00a0 into\u00a0 the\u00a0 default. The better website is, the more users will trust search engine. In 2016, Google announced Android version 7, introduced a new VR platform called Daydream, and its new virtual assistant, Google Assistant.<\/p>\n

Most of Google\u2019s revenue comes from advertising (Rosenberg 2016). However, this \u201cgolden\u201d business is entering a difficult period withmany warning signs of its future. Google Search is the dominant strength of Google and bringing great revenue for the company. Nonetheless,when Amazon surpassed Google to\u00a0 be- come the world\u2019s\u00a0 leading\u00a0 product in\u00a0 the\u00a0 search\u00a0 engine in\u00a0 last\u00a0 December,\u00a0 this\u00a0 advantage\u00a0 began\u00a0 to\u00a0 wobble. This is considered a fatal blow to Google when iOS devices account for 75% of their mobile advertising revenue (Rosenberg 2016).<\/p>\n

\"\"<\/p>\n

By 2016, the number of people installing software to block ads on phones has increased 102% from 2015. Figure 1 illustrates that by the year\u2019s end, about 16% of smart phone users around the world blocked their ads whilst surfing the web. These were also two groups ha- ving the mosttime on the Internet, high-earners\u00a0 and young people; however, these people have disliked ads (see Fig. 1).<\/p>\n

Figure 2 shows the young people have the highest ad blocking rates. It is drawing a gloomy picture for the sustainable development of the online advertising indus- try in general and Google in particular.\u00a0 Therefore,\u00a0 in early 2017, Google has strategies to build an ad blocking tool,built into the Chrome browser. This\u00a0 tool\u00a0 allows users to access ads that have passed the \u201cCoalition for Better Ads\u201d filter so as to limit the senseof\u00a0 discomfort (see Fig. 2).<\/p>\n

For the company impact, the history shows that speedy development of Google creates\u00a0 both\u00a0 economic and social impacts\u00a0 to\u00a0 followers\u00a0 in\u00a0a\u00a0 new\u00a0 way\u00a0 of people connection (Savitz 2013). In this\u00a0\u00a0 modern world, it seems that people\u00a0 cannot\u00a0 spend\u00a0 a\u00a0 day\u00a0 with- out searching anyinformation in Google (Chen et\u00a0 al. 2014; Fast and Campbell 2004), a tool serves human information seeking needs. Even though when ad-dressing this paper, it is also in\u00a0 need\u00a0 the\u00a0 information from Google search and uses it as a supporting tool. Nobody can deny the convenienceof Google as a fast and easy way to search (Schalkwyk et al. 2010; Jones 2001; Langville and Meyer 2011).<\/p>\n

Research question and methodology<\/h3>\n

In order to get the most comprehensive data and information for this case analysis, a number of methods are used, including:<\/p>\n

Research data and collect information\u00a0 were\u00a0 mostly from the Harvard Study (Project Oxygen), which hasbeen selected because it is related to the purpose of our study.\u00a0Data collection and analysis has been taken\u00a0 from Google Scholar and various websites related re- searches. We look at the history of appearance, devel- opment,\u00a0 and\u00a0 recognize the\u00a0 impacts\u00a0 of this\u00a0\u00a0 company, as well as the challenges and the way the Board of Directorsmeasures the abilities of\u00a0\u00a0 their\u00a0\u00a0 manager when the problem is found.<\/p>\n

Analyzing: It was begun by considering expectations from the Harvard Study. Subsequently, considering the smaller organization (Zappos) in comparison of how its cultures and subcultures are accessed as well. Since then, the paper has clarified the management problem that Googleand Zappos confront and deal with it so as to help other businesses apply this theoretical practice and achieve its goal beyond expectations.<\/p>\n

In our paper, we mainly use the inductive method approach by compiling and describing\u00a0 the\u00a0 other\u00a0 au- thors\u2019 theories of corporate\u00a0 culture,\u00a0 especially\u00a0 Google and Zappos in merging and comparing,\u00a0\u00a0 analyzing them and making our own results.<\/p>\n

From the aspects of the research, the questions are suggested as below:<\/p>\n

    \n
  1. What is the most instrumental element found from the Harvard study?<\/li>\n
  2. Is there any difference and similarity between a huge company and a smaller enterprise in perspective of culture and subculture?<\/li>\n
  3. What makes Google different from others, the dominant cultures as well as subcultures existing? How do leadership behaviors impacton the organizational culture?<\/li>\n
  4. How organizational culture impacts on business achievement<\/li>\n<\/ol>\n

    The Harvard study<\/h2>\n

    Project oxygen summary<\/h3>\n

    This project began in 2009 known as \u201cthe manager pro- ject\u201d with the People and Innovation Lab (PiLab) team researching questions, whichhelped the employee of Google become a better manager. The case study was conducted by Garvin (2013) about a behavior measure- ment toGoogle\u2019s manager, why managers matter\u00a0 and what the best\u00a0 manager s do. In early\u00a0 days of Google, there are not many managers. In a flatstructure, most employees\u00a0 are\u00a0 engineers and technical\u00a0 experts. In\u00a0 fact, in 2002 a few hundred engineers reported to only four managers. Butover time and out of necessity, the num- ber of managers increased. Then, in 2009, people\u00a0 and team culture at Google noticed a disturbing trend. Exit interview data cited low satisfaction with their manager as a reason for leaving Google. Because Google has accessed so much online data, Google\u2019s statisticians are asked to analyze and identify the top attributes of a good manager mentioned with anunsolved question: \u201cDo managers matter?\u201d It always concerns all stakeholders at Google and requires a data-based survey project called Project Oxygen to clarify employees\u2019 concern, to meas- ure key management behaviors and cultivate staff through communication and training (Bryant2011; Garvin et al. 2013). Research \u22121 Exit Interviews, ratings, and semiannual reviews. The purpose is to identify high- scoring managers and low-scoring managers resulted in the former, less turnover on their teams, and its connec- tion (manager quality and employee\u2019s happiness). As for \u201cwhat the best managers do\u201d, Research-2 is to interview high and low scoring managers and to review their per- formance. The findings with8 key behaviors illustrated by the most effective managers.<\/p>\n

    The Oxygen Project mirrors the managers\u2019 decision- making criteria, respects their needs for rigorous ana- lysis, and makes it a priority tomeasure impact. In the case study, the findings prove that managers really have mattered. Google, initially, must figure out what the bestmanager is by asking high and low\u00a0 scoring\u00a0 managers such questions about communication, vision, etc. Its project identifies eight behaviors (Bulygo 2013; Garvin et al. 2013) of a good manager that considered as quite simple that the best manager at Google should have. In a case of management problem and solution, as well as discussing four- key theoretical concepts, they will be analyzed, including formal organizationaltraining sys- tem, how culture influences behavior, the role of \u201cflow\u201d and building capacity for innovation, and the role of a leader and its difference from the manager.<\/p>\n

    Analysis<\/h4>\n

    Formal organizational training system to create a different culture: Ethical culture<\/em><\/p>\n

    If the organizational culture represents \u201chow we do things around here,\u201d the ethical culture represents \u201chow we do things around here in relation to ethics and ethical beha- vior in the organization\u201d (Key 1999). Alison Taylor (The Five Levels of an Ethical Culture, 2017) reported five levels of an ethical culture, from an individual, interpersonal, group, intergroup to inter-organizational (Taylor 2017). In (Nelson and Trevi\u00f1o 2004), ethicalculture should be thought of in terms of a multi-system framework included formal and informal systems, which must be aligned to support ethical judgment and action. Leadership is essen- tial to driving the ethical culture from a formal and infor- mal perspective (Schwartz 2013;Trevino and Nelson 2011). Formally, a leader provides the resources to imple- ment structures and programs that support ethics. More informally, through their own behaviors, leadership is a role model whose actions speak louder than their words,<\/p>\n

    conveying \u201chow we do things around here.\u201d Other formal systems include selection systems, policies and codes, orientation and training programs, performance manage- ment systems, authority structures, and formal decision processes. On the informal side are the organization\u2019s role models and heroes, the norms of daily behavior, organizational rituals that support or do not support eth- ical conduct, the stories people tell about the organization and their implications for conduct, and the language people use, etc. Is it okay to talk about ethics? Or is ethical fading thenorm?<\/p>\n

    The formal and informal training\u00a0 is\u00a0 very\u00a0 important. The ethical context in organizations helps the organizational culture have a tendency to the positive or negative viewpoints (Trevi\u00f1o et al. 1998). The leader should focus on providing an understanding of\u00a0 the\u00a0 na- ture and reasonsfor the organization\u2019s values and rules, on providing an opportunity for question and challenge values for sincerity\/practicality, and on teaching ethical decision-making skills related to encountered issues commonly. The more specific and customized training, the more effective it is likely to be. Google seemed to apply this theory when addressed the Oxygen Project.<\/p>\n

    How culture influences behavior<\/em><\/h4>\n

    Whenever we approach a new organization, there is no doubt that we will try to get more about the culture of that place, the way of thinking, working, as well as be- havior. And it is likely that the more diverse culture of a place is, the more difficult for outsiders to assess itsculture becomes (Mosakowski 2004).<\/p>\n

    Realizing culture in (Schein 2009) including artifacts, espoused valued and shared underlying assumptions. It is easier for outsiders to see the artifacts (visual objects) that a group uses as the symbol for a group; however, it does not express more about\u00a0 the\u00a0 espoused\u00a0 values,\u00a0 as well as tacit assumptions. In (Schein et al. 2010), the au- thor stated: \u201cFor a culture assessment to be valuable, it must get to the assumptions level. If the client \u00a0system does not get to assumptions, it cannot explain the dis- crepancies almost always surface between the espoused values and theobserved behavioral artifacts\u201d (Schein et al. 2010). Hence, in order to be able to assess other cul- tures well, it is necessary for us to learn each other\u2019s lan- guages, as well as adapt to a common language. Moreover, we also need to look at the context of work- ing, the solution for shared problems because these will facilitate to understand the culture better.<\/p>\n

    According to the OCP (Organizational Culture Profile) framework (Saremi and Nejad 2013), an organization is with possessing the innovationof culture, flexible and adaptable with fresh ideas, which is figured by flat hier- archy and title. For instance, Gore-Tex is an innovative productof W. L. Gore & Associates Inc., considered as the company has the most impact on\u00a0 its\u00a0 innovative culture (Boudreau and Lakhani 2009). Looking at the ex- amples of Fast Company, <\/em>Genentech Inc., and Google, they also encourage their\u00a0 employees\u00a0 to take\u00a0 challenges or risks by allowing them to take 20% of their time tocomprehend the projects of\u00a0 their\u00a0 own\u00a0 (Saremi\u00a0 and Nejad 2013). In (Aldrich n.d.), it is recorded that 25%\u2013 55% of employees are fullyencouraged and giving a maximum value.<\/p>\n

    The famous quote by Peter Drucker, \u201cCulture eats strategy for Breakfast\u201d at page 67 has created a lot of interest in (Manning and Bodine 2012;Coffman and Sorensen 2013; Bock 2015). Despite we all know how important culture is, we have successively failed\u00a0 to address it (O\u2019Reilly et al. 1991). The organizational re- search change process from the view of Schein (2009); it is a fact that whenever an organization has theintention of changing the culture, it really takes time. As we all acknowledge, to build an organizational culture, both leader and subordinatespend most of their time on learning, relearning, experiencing, as well\u00a0 as\u00a0 consider- ing the most appropriate features. Sometimes, some changesare inevitable in terms of economic, political, technological, legal and moral threats, as well\u00a0 as\u00a0 in- ternal discomfort (Kavanagh and Ashkanasy2006; Schein 1983). As the case in\u00a0 (Schein\u00a0 2009),\u00a0 when\u00a0 a CEO would like to make an innovation which is proved no effective response,given \u00a0that \u00a0he \u00a0did \u00a0not get to know well about\u00a0 the\u00a0 tacit\u00a0 implications\u00a0 at\u00a0 the place he has just\u00a0 come.\u00a0 It\u00a0 is\u00a0 illustrated\u00a0 that\u00a0 whatso- everchange should need time and a process\u00a0\u00a0 to happen (Blog 2015; \u00a0Makhlouk \u00a0and \u00a0Shevchuk \u00a02008). In conclusion, a new culture can be\u00a0 learned\u00a0 (Schein 1984),\u00a0 but\u00a0 with\u00a0 an\u00a0 appropriate\u00a0 route\u00a0 and\u00a0 the\u00a0 profits for all stakeholders should be concerned by\u00a0\u00a0 the change manager(Sathe 1983).<\/p>\n

    It is true that people\u2019s behavior managed by their types of culture (Kollmuss and Agyeman 2002). All tacit assumptions of insiders are not easy for outsiders to grasp the meaning completely (Schein 2009). It is not also an exception at any organization. Google is an example of themulticultural organization coming from various re- gions of the world, and the national or regional cultures making this multicultural organizationwith an official culture for the whole company.<\/p>\n

    In this case, the organizational \u00a0culture \u00a0of \u00a0Google has an influence on the behaviors of manager and employee. In addition, as for such acompany special- izes in information technology, all engineers prefer to work on everything with data-evidence to get them involved in themeaningful survey about manager (Davenport et al. 2010). Eventually, Google discovered 8 good behaviors of manager, which effect tothe role of \u201cflow\u201d also (Bulygo 2013; Garvin et al. 2013).<\/p>\n

    The role of the <\/em>\u201cflow<\/em>\u201d and building capacity for innovation <\/em><\/h4>\n

    More and more people are using the term of \u201cpatient flow\u201d. This overview describespatient flow and links to theories about flow. Patient flow underpins many improvement tools and techniques. The term \u201cflow\u201d de- scribesthe progressive movement of products, informa- tion, and people through a sequence of the process. In simple terms, flow is aboutuninterrupted movement (Nave 2002), like driving steadily along the motorway without interruptions or being stuck in a traffic jam. Inhealthcare, flow is the movement of patients, informa- tion or equipment \u00a0between \u00a0departments, \u00a0office \u00a0groups or organizations as a part ofa patient\u2019s care pathway (Bessant and Maher 2009). In fact, flow plays a vital role in getting stakeholders involved in working \u00a0creatively andinnovatively (Adams 2005; Amabile 1997; Forest et al. 2011). An effective ethical leader must create flow in work before transfer it toemployees for \u00a0changing \u00a0the best of their effort to maintain, keep and develop \u201cflow\u201d in an engineering job, which job be easier to get stress.Definitely, Google gets it done very well.<\/p>\n

    Role of a leader and its difference from a manager<\/em><\/h4>\n

    In every social interaction, whether we are aware of it or not, we function as a leader. We not only reinforce and act as part of the present cultural dynamics but also in- fluence it when introducing new cultural elements based on our values, beliefs and associated actions and behaviors (Gifford and Peter 2008). Over time, these new ele- ments have the ability to strengthenand enhance culture or eroding and weaken it. A \u201cleader\u201d and a \u201cman- ager\u201d is separated (Ibrahim and Cordes 1996). Aleader is a person gives a clear strategic vision to get a manager does (Bertocci 2009), and a manager is a\u00a0 person\u00a0 sup- ports aleader to plan-do\/develop-control-evaluate-im- prove\/adjust tasks given to employee (Jones and\u00a0 Hill 2012) and has formal influence (Les Dlabay 2016). In deeper perspective, there is a difference between\u00a0 these two terms. However, how leader\u2019s and employee\u2019s behav- iors at every level influence on cultures and subcultures that arise, as well as how the total system doesfunction as a whole (Kollmuss and Agyeman 2002). When the re- sponsibility for creating and preserving organizational culture ultimately lies with a senior leadership, it is im- portant to recognize that every employee plays a unique role as culture creator,evolver, manager, and leader (Aldrich n.d.; Schein 1983). At Google, it must be admit- ted that they, founder, leader and manager all channel to create a comfortable place completely and a dynamic culture for getting the creativity of their engineers; as a result, the employees feel free and really enjoy\u00a0 their works (Scott 2008). There is no longer barrier, concrete hierarchy between employers and employees, managers and engineers (Garvin 2013). The head thing is to flow in work to produce the best product for the users. This is a leader who can help all\u00a0 followers\u00a0 achieve\u00a0 the comfort and reap benefits forGoogle.<\/p>\n

    The proficient technical knowledge cannot help an in- dividual create a good manager: A good engineer with 10-times higher productivity cannot make him the best manager. Having good technical knowledge is very important, but it is also the lowest of eight criteria set by Google.<\/p>\n

    Discussion<\/h3>\n

    It cannot be denied the interplay of culture creation, re- enactment, and reinforcement creates interdependency between culture and leadership.Schein (Schein 2009) conveyed that culture exists in a group of a community; it reflects people\u2019s belief, lifestyle, as well as norms of thatgroup. It is not easy for outsiders to grasp all assumptions of the culture of a group. It seems\u00a0 that culture is with us in all facets of our life, it controls and determines people\u2019s behaviors and it is likely that culture in each individual is accumulated gradually during the course of their lifetime. Cultures, as well as subcultures among different groups, are not identical. Cultures and subcultures are considered as the norms for\u00a0 all\u00a0mem- bers\u2019 behavior in that group. Culture resides within each individual, on the other hand, in each organization or community, there seems tobe\u00a0 a\u00a0 hidden\u00a0 force\u00a0 to\u00a0 lead and instruct the ways that organization performs, which is called culture.<\/p>\n

    Culture is created, reenacted, as well as reinforced through time. For example, as a new leader of an organization, he or she is the one tocreate and build on the norms for his or her group. Although each individual in that group comes from other small subcultures, work- ing together in the new group, they have to follow and adapt to the new principles that are required\u00a0 by\u00a0 the leader. However, there are some situations in which the leader is from another culture and move to manage in a deep-rooted cultural group, he or\u00a0 she\u00a0 is\u00a0 expected\u00a0 to adapt tothe new environment, given that it is not easy to change the\u00a0 culture of a group quickly and completely. In a nutshell, in order to be moresuccessful in managing organizational culture,\u00a0 a\u00a0 leader\u00a0 should\u00a0 take the establishment and development of stakeholder\u2019s cul- tures into careful consideration. In chapter one of Notes towards the Definition\u00a0 of Culture (Eliot 2010), the au- thor gave three senses of \u201cculture\u201d and its applied differ- ence based on the distance in relation to the individual, the group, and society with its consciousness to develop a culture. It meansthat culture\u00a0 has different associations in different organizations or subjects (an individual, a group or class, a whole society). Furthermore, Adler and Gundersen (Adler and Gundersen 2007)\u00a0 indicate\u00a0 that: \u201cthe more culturally self-aware we are, the more able we
    \nare to predict the effect our behavior\u00a0 will\u00a0 have\u00a0 on others\u201d. This means that self-awareness of culture is directly related to individuals, groups and societies be- haviors, as well as their cultural background (Mor et al. 2013). Subsequently, that would reflect existing concep- tions of the culture shape (Sackmann and Phillips 2004). The knowledge of cultural self-awareness is to under- stand one\u2019s cultural identity, principles,and prejudices. As we develop our self-awareness, not only can we express our own cultural identity, principles, and preju- dices, but we can also start moving\u00a0 from enjoying our own perspective about that culture to being comfortable with a new perspective. The consciousness of\u00a0culture takes us to a further growth step of seeking the similar- ities to the complexities of the culture based on the dif- ferences of other cultures (Quappe and Cantatore 2005). Despite small and medium or large enterprises, human development is a factor of corporate culture. A leader,the most important individual of an organization, is the most responsible for building\u00a0 the\u00a0 corporate\u00a0 culture. They, therefore, must be the example of building a cor- porate culture. They must make wise decisions in build- ing a culture of values and must be a successful leader in achieving the\u00a0 goals set\u00a0 out\u00a0 to motivate\u00a0 the members of the company. Then, a new culture of a business can explore and discover the potentialof all members (Schein 1983). However, each leader brings a different way of behavior, and thinking, which includes working amongsubordinates. When a leader would like to change the tradition, the norms in working relationships and principles rooted by the previousleader, the em- ployee must adapt a new way of thinking, behaving and working. In some cases, it may be a challenging time for some followers and conflicts may emerge given misunderstandings in the different tactics between the\u00a0 new leader and the follower. Hence, in order to obtain asuccessful culture change, the change manager should have an obvious plan for his culture change strategy (Kavanagh and Ashkanasy 2006). In \u201cInternationalization of services brands: The role of leadership during the internal brand building process\u201d (Vallaster and De Chernatony 2005),Vallaster and Chernatony argued about a leadership role in building a strategy for an organizations culture, which was based on the capacityto leverage cognitive, effective, and communicative dif- ferences among culturally-diverse staff. It means that the culture that a leader createsplay an instrumental role in the success of the business.<\/p>\n

    The \u00a0existence \u00a0of \u00a0subcultures \u00a0has \u00a0been \u00a0discussed \u00a0in\u00a0many papers (Howard-Grenville 2006). Subcultures can be shaped in the organization around levels of hierarchy (Riley 1983) or around the uniqueness of the roles and structure of the business, such as departments (Hofstede 1998),\u00a0 \u00a0function,\u00a0 \u00a0and\u00a0 \u00a0occupation\u00a0 \u00a0(Van\u00a0 \u00a0Maanen\u00a0 \u00a0and Barley 1984). Also, subcultures can be distinguished around private contacts, networks, and individual differences, such as ethnic groups andgender groups (Martin 2001). In contrast, a variety of approaches build the subsequent expectations on the\u00a0 correlation between the corporativeagreement of stable development and organizational culture, including various subcultures can exist within an organization and various attitudes of par- ticipants of each subculture.<\/p>\n

    In comparing leaders of Google Inc. with other leaders, we look at Tony Hsieh, an internet entrepreneur, venture capitalist, and founder and CEO of Zappos\u2019 Inc., an online shoe, and clothing store (Staley 2013; Zhang 2008; McNeill 2017). Hsieh regularly displayed happiness to cre- atehis own company\u2019s culture in a different way of \u201chappi- ness to culture\u201d. Hsieh explains living by these core values to create an authentic culture within Zappos.com. These values took over a year to be developed and were revisited annually through the utilization of employee insight andreflection. To build his company\u2019s culture he listened to feedback from customers, staff, and even competitors.<\/p>\n

    Zappos takes the importance of culture fit in their hir- ing. The candidate is never asked about\u00a0 their knowledge of Zappos\u2019 when applying or interviewing for a job. Zap- pos wants them to apply to become \u201cZappos Insider\u201d (Hsieh 2010b). This recruiting strategy gets people to be closer to Zappos than others. Therefore, they can study more and talk with\u00a0 the\u00a0 employer\u00a0 about\u00a0 their\u00a0 abilities and interests. It seems that Zapposcares about and want to know the candidate, who may become a part\u00a0 of the team in the future. In stark contrast, Google is different in its hiring and workplace culture by building a network of \u201cculture clubs\u201d and locals. It has allowed them to maintain the company culture in each of over 70 offices around the world with rules which included: \u201ctrust the employees; recruit only those are better than you; do not confusedevelopment with managing performance\u201d (Meek 2015).<\/p>\n

    It is really inspiring to live and work in the Zappos environment\u00a0 where all employees\u00a0 are encouraged\u00a0\u00a0 to be themselves. It took TonyHsieh a long time to find out these core values in order to build a successful organizational culture. With his hard work in\u00a0\u00a0 this area, hereally\u00a0 deserves\u00a0 the success.\u00a0 He\u00a0 has\u00a0 succeeded in creating a working place where all employees feel extremely comfortable. In reviewing the\u00a0three\u00a0 video clips, ten core values,1<\/sup> Tony\u00a0 Hsieh,\u00a0 CEO\u00a0 of\u00a0 Zappos,2<\/sup> and featured on 20\/20,3<\/sup> we can enjoy the\u00a0 creative, friendly, free, and\u00a0 above\u00a0all,\u00a0 inspiring\u00a0 atmosphere\u00a0 at this working place. We can feel\u00a0 that all\u00a0 employees\u00a0 are not coming here to work, but to enjoy\u00a0 the\u00a0 journey\u00a0 to theirultimate creativity and bring back the real and wonderful shoe products for their\u00a0\u00a0 customers\u00a0\u00a0 with their distinctive flow. These are thingsleaders should\u00a0consider if they would like to set up a successful and efficient organizational culture.<\/p>\n

    In his textbooks (Hsieh 2010a; Hsieh 2010b),\u00a0 Hsieh cued some ways of cultural assessment, such as through individual and groupinterviews, surveys and questionnaires, problem solutions, cultural assumption identifications\u00a0 and\u00a0 subculture\u00a0 concerns.\u00a0 In\u00a0 fact,\u00a0 it\u00a0 is not easyto evaluate a\u00a0 culture\u00a0 due\u00a0 to\u00a0 the\u00a0 fact\u00a0 that culture is deep, stable, and complex. Culture is the underlying assumptions of each individual andgroup; never can these instruments like questionnaires or surveys determine its identity. However, identifying cultural assumptions at acertain \u00a0level \u00a0can \u00a0facilitate the process of cultural assessment. Moreover, it is be- lieved that understanding the process can also be apreparation for each individual to evolve or\u00a0 change culture even.<\/p>\n

    Although Google and Zappos do business in different fields, they share the same point of establishing an organizational culture to bring thebest for their em- ployees. Tony Hsieh highlighted: \u201cyour culture is your brand\u201d, so to make employees feel happy and enjoy the workingenvironment (Hsieh 2009). Zappos creates a culture of happiness (Hsieh 2010b) and Google creates a motivating place to work (Crowley 2013;Garvin et al. 2013). Google builds a workforce which reflects and understands the needs of all employees.<\/p>\n

    The question is raised, what cultures are you a mem- ber of? Which has the greatest influence on you day- to-day?<\/p>\n

    From our research, the notion of culture has been im- proved a lot. It is not as simple as we originally thought. There are many different ways of living, beliefs, and core values, and what we witness cannot fully express the culture of a group or an organization. If we want to understandexplicitly what culture is, we must\u00a0 get\u00a0 to know the backgrounds and histories of the insiders from that cultures, as well as subcultures.<\/p>\n

    From what we know so far, every group or commu- nity has their\u00a0 own\u00a0 group\u00a0 culture.\u00a0 Schein\u00a0 said\u00a0 \u201cCulture is a propertyof a group. Whenever a group has enough common experience, a culture begins to\u00a0 form. One finds cultures at the\u00a0 level\u00a0 of\u00a0 small\u00a0 teams,\u00a0 fam- ilies, and work groups\u201d (Schein 2009). Moreover, the culture is sometimes considered to be similar, butthere is always a particular\u00a0\u00a0 distinctive\u00a0\u00a0 discrepancy that differentiates the culture of this group\u00a0\u00a0 from others and one\u00a0 isbelieved to\u00a0 belong\u00a0\u00a0 to\u00a0 more\u00a0 than one kind of cultures during the course of their life. Therefore, we could be workingunder\u00a0 \u00a0multi-positions,\u00a0 as\u00a0 well\u00a0 as\u00a0 some\u00a0 other\u00a0 kinds\u00a0 of\u00a0 societies such as\u00a0 class,\u00a0 professional club etc.\u00a0 We\u00a0 are a\u00a0 memberof some kinds of\u00a0 subcultures\u00a0 and\u00a0 enjoy the\u00a0 culture of our country Organizational cultures have a big influence on our day-to-day practices. For example, for\u00a0 those\u00a0 working\u00a0 as a representative of the government, as a bridge between authority and people, among customers, partners, staff, leaders, and managers, understanding your partners\u2019 cul-tures brings positive\u00a0 outcomes.\u00a0 These\u00a0 cultures\u00a0 require us to try hard to improve our interpersonal communica- tion, as well as boost our ownidentity in\u00a0 society. Although the norms from the subcultures may have im- pacts on our behavior to a certain extent, we find that they allaccumulate to supplement for our diversity and we can compare them to choose the best\u00a0 practices\u00a0 to serve our followers.<\/p>\n

    Conclusion<\/h2>\n

    Those considering a new job, their roles and responsibi- lities at the place they work and\u00a0 its organizational cul- ture will be at the top of the list ofemployees\u2019 consideration (Schmidt and Rosenberg 2014). The\u00a0 re- sults of Project Oxygen explore the performance of Goo- gle\u2019s best technicalmanagers, the most instrumental element found was \u201cmaking that connection\u201d between manager and employee.\u00a0 The\u00a0 connection\u00a0 between\u00a0 themis vital, but it is only a part of the study. This paper first recognizes that employees who give\u00a0 their\u00a0 best\u00a0 efforts and align their behaviors with organizational goals, fre- quently use the word \u201cconnection\u201d to describe why they are so devoted; culture and subculture would play\u00a0 a crucialrole in business achievement, for a smooth operation.<\/p>\n

    In the case study, it is obvious that the feeling of con- nection among management, employees, and customers accommodate a competitiveadvantage. Whenever we approach a new organization, there is no doubt that we will try to know more about the culture of that place,the way of thinking, working, as well as behavior. And it is likely that the more diverse culture of a place is; the more difficult for outsiders to assess the culture of that place becomes. The achievements of Google and Zappos proved that they clarify ways they apply to assess anorganizational culture successfully. They create a good connection among their stockholders, partners, followers, customers, and newcomers.So, what is the fantastic connection? Chapter one in (Stallard 2009), the connection is what transforms a dog-eat-dog\u00a0 environ- ment into a sled dog team that pulls together.\u00a0 It is im- plied that leaders should encourage to organizing open events for employees as often as possible to give them opportunities to interact, as well as get to know each other\u2019s culture. In addition, a leader must not create a barrier between him andemployees. Instead, a leader should be the opener and more harmonious in their re- lationship so that subordinate can feel at ease when theywould like to comment or share their opinions. We\u00a0totally agree with this point because of the fact that if a leader does not set the tone first, no employees dare to express their issues. It will make it difficult for a new organizational culture to become common and cultural boundaries will be difficult to solve. All in all, a leader is a key feature in fostering the organizational culture or connection culture. The core factors of a connection culture that fit\u00a0 these\u00a0 human\u00a0 needs\u00a0 are\u00a0vision,\u00a0 value, and voice.<\/p>\n

    This paper also interested in the point is something called \u201ccultural intelligence\u201d. In this modern world, with the development of science andtechnology, multi- national companies, multicultural unit, each person ex- periences more than one culture during\u00a0 the\u00a0 course\u00a0 of their life, it isvital for each of us to be trained to become a culture expert in some extent. The most common set of diverse culture is at the workplace, we must commu- nicate with different people from different culture, di- verse ways of thinking, behaving, working as well as feeling, people shouldbe wiser to realize that diverse cultures and deal well with them to avoid cultural shock. Google and Zappos are the places of connection culture.Multinational people come and work together, so culture intelligence is a necessary quality for a more successful future leader. He or she not only learn it for himself or herself but also for his or her followers. It is his or her responsibility to coach and chooses which culture is the most suitable for his or her organization. This is really useful and noteworthy for other businesses, tomorrow leaders, and all of us in an attempt tohelp us to survive be harmonious in this world.<\/p>\n

    From what we know so far, every group or community has their own group culture. Schein said \u201cCulture is a property of a group. Whenever agroup has enough common experience, a culture begins to form. One finds cultures at the level of small teams, families, and work groups\u201d (Schein 2009). Moreover, the culture is maybe sometimes considered to be similar, but there is always a particular distinctive discrepancy thatdifferentiates the culture of this group from others and one is believed to belong to more than one kind of cultures\u00a0 during\u00a0 the course of their life.We, therefore, could\u00a0 be\u00a0 working under multi-positions, as well as some other kinds of so- cieties, such as class, professional club, etc. Weare a member of several of subcultures and enjoy the culture of our country.<\/p>\n

    Reflecting on the personal and\u00a0 working\u00a0 experiences and on the research we have read, we discovered eight important points that Googlereflects:<\/p>\n

      \n
    1. A good company is a company run by a distinctive culture and subculture<\/li>\n
    2. Organizational culture is a key factor in every company\u2019s success and everlasting. Why is culture management a vital issue for a business? Companies, especially, big ones, nowadays attract many labors from various areas with a variety of education, specialty, consciousness, social relation, etc., which create a diversified and complicated environment, along with keen competition\u00a0 of market economy and globalization trends, they must research and find out reasonable changes to develop and exist. What do companies do to be viable? We think every company builds and maintains its own different culture to make their employees perform well their duties and focus on company\u2019s development.<\/li>\n
    3. A good leader must create a corporate culture that boosts employee with value shared<\/li>\n
    4. A good manager is a good coach<\/li>\n
    5. \u201cConnection\u201d culture varies enormously across organizations based upon local culture and leadership<\/li>\n
    6. Culture is not fixed, it\u2019s up to the situation, environment, historical circumstances, relationships etc., the culture will be gradually adapted<\/li>\n
    7. The better culture is, the much more working environment is creative, innovative and competitive for a common company\u2019s developmentand employee\u2019s career development<\/li>\n
    8. The comfortable working environment encourages and gives people opportunities to interact as well as get to know about each other\u2019s culture<\/li>\n<\/ol>\n
      \n

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