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Google’s Organizational Behavior Essay
Introduction
The theoretical and practical thinking about Organizational Behavior (OB) is based on the assumptions that since people are the main asset of an organization, their behavior is decisive for its success or failure. Hence, OB advocates maintain that human behavior must be studied and managed more than any other aspect of the organization. The study of OB is predominant in management science, shaping decisions largely beyond human resources management. This paper will focus on several key issues in OB and will examine how those aspects can be observed by using a real-life example: the Internet giant Google Inc.

Organizational Culture and Behavior
Organizational culture is a fundamental concept in OB. It describes the set of perceptions and beliefs, which are shared by all members of an organization. Based on those values, people will shape their workplace behavior and partially their job performance. OB research describes seven dimensions of organizational culture:

1.

Attention to detail (in terms of e.g. accuracy and analysis) 2. Outcome orientation (focus on outcomes instead of means) 3. People orientation (concern for the effect of organizational decisions on members of the organization) 4. Team orientation (the tendency to divide work among teams rather than individuals) 5. Aggressiveness (the intensity of competition among workers) 6. Stability (focus on maintaining a cultural status quo) 7. Innovation and risk taking (allowing people to be innovative and to dare) The organizational culture of Google excels in its people orientation and openness, which leads to the high degree of innovation in the company, as the socalled “Googlers” identify themselves through their organization.

Diversity
Workforce diversity is the degree to which an organization employs heterogeneous workforce. The most common

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