¶ … organization chose research. 2.Examine culture selected organization. 3.Explain determined selected organization showed signs culture identified. Google is by no means conventional and has proven so in numerous occasions. Starting with its first tweet back in 2009, which was a cryptic binary message that translates into "I'm feeling lucky" to the employment of goats to "mow" the lawn at its headquarters in Mountain View, California, and providing daily, free gourmet meals to its employees, Google's approach has been anything but conventional. Despite having gone public over ten years ago, a direction which span concern in regards to the company's ability to maintain its identity and core values in a corporate culture, Google has managed to stay true to its founding philosophy that Page and Brin started out with in 1998 when the company made its official appearance.

Google is said to be a culture of success effected by its management system. Google's leadership infrastructure consists of a board of directors that instructs an executive management group, and this group oversees company departments, which are subsequently divided into smaller units. Although there is nothing out of the ordinary here, there does seems to be an organizational culture inside Google that makes the company what it is and draws in over one million job applications every year. What drives this flow of job requests with Google is more than just the financial benefits that come from working for one of the most successful internet giants. While the unique rewards, such as receiving $6,000 for a successful referral or $5,000 for purchasing a hybrid car (Poundstone, 2012), make it worthwhile alone, it is what the company stands for and how it manages itself that has formed a unique culture around it: diversity, equal opportunities, and integration.

Google's organizational culture begins with its hiring process, which many have come to know as thorough and regard as bizarre. What is interesting about Google is that formal education does not count as much as hiring people who fit into the culture of Google, people who make use of creativity when presented with outside the box scenarios such as: "You are shrunk to the height of a penny and thrown into a blender. Your mass is reduced so that your density is the same as usual. The blades start moving in sixty seconds. What do you do?"

The Human Resources or People Operations' department at Google activates within precise metrics and analytics to find ways of improving at-work productivity and keeping employees happy. The company experienced a serious drop in female employees at one moment, which it solved by determining that the reason behind women leaving their jobs was the maternity plan that offered mothers only 12 weeks paid time off. Google then changed this and gave new moms 5 months paid time off, an initiative that reduced the number of female employees leaving the company by 50%.

So many factors create Google's unique culture that it is very easy to lose sight of the ones that have truly made a difference. The 70/20/10 rule is one of them and it implies that 70% of employee work time is dedicated to projects assigned by management, 20% is for related projects and 10% is for new ideas. This corporate rule brought about a culture of creativity and independence within the company. Employees are allowed to focus on personal projects, a direction which spanned further innovation with people collaborating and generating an array of ideas. Google supports and acknowledges that innovation is often the result of clashing of ideas and different takes on matters of the industry. It is within this thought emerging solutions scenario that the hiring process at Google was designed. As a leader in innovation, Google set out to form a likewise culture of people who can improvise and adapt constantly. The Google environment does not see itself as a place where one dominates another, but rather as a place where collaborative efforts set new performance standards every day and employees are encouraged to rise up to the level of performance of their boss.

Google isn't just open culture where employees can present their ideas without fear of compromise and where being oneself is a job requirement, but it is an also a firm where casual work environment is the norm. Googleplex, which is the main quarters of the company, located in Mountain View, California encompasses a corporate culture that stands as a role model for Google work environments everywhere. The Google "complex" includes many amenities that were designed with a much greater purpose in mind than that of solely providing employees with break-time...

By bringing people together, at both leadership position and employee level, Google encourages interaction at all levels and provides playful environments within which everyone can communicate with each other, share ideas and respect diversity in a casual atmosphere. The snack breaks in Google's lounges, the afternoon volleyball and video games breaks, the swimming facilities and other similar perks make up the corporate culture at Google that has always been different from the usual, more restrictive norm of doing things. For Google, being different has always been a part of the outgoing development and practice of the company. The unconventionality is in fact embedded in its inception and was favored by Page and Brin's education who are both pupils of the "Montessori" schools. These schools followed the philosophical predication of Italian physicist Maria Montessori who believed that children should be allowed and encouraged to pursue their personal interests in life.
Marissa Ann Meyer, currently president and CEO of Yahoo!, and former executive at Google, spoke about how the founders' personalities shaped the culture of Google: "It's really ingrained in their personalities: to ask their own questions, to do their own things. To disrespect authority. Do something because it makes sense, not because some authority figure told you. In Montessori school, you go paint because you have something to express or you just want to do it that afternoon, not because the teacher said so. This is really baked into how Larry and Serghei approach problems." (as cited in Levy, 2011) For sure, it explains the transparency and openness at Google, which both founding members have tried to preserve throughout the company's development and especially after becoming a public domain. The Montessori educational philosophy is very likely to have contributed to the firm's infrastructure policies, which encourage employees to think their own way and be opinionated, despite others disagreeing. What's more, it encourages questioning that which is considered the norm, questioning of ideas, even if these ideas come from superiors.

The diversity and equal opportunities elements in Google culture are also rooted in the founders' family backgrounds and upbringing. Brin was born in Moscow, Russia in a time when the Russian environment offered little more than a mere satisfaction for Jewish families and workers, determining the family to immigrate to the United States in 1979. Page too is of Jewish heritage from his mother's side, although neither Brin nor Page grew up in a particularly religious environment. If anything, this only expanded their view on the world and provided the background for future core values within Google, integration and equality.

Growing up, Brin was always admired for having "the confidence to pursue what he had his mind on," (as cited in Lowe, 2009) while Page tended "to have spirited discussions about everything," (as cited in Lowe, 2009) a trait inherited from his father. Long before meeting, they would both share similar upbringings, being raised in family environments that encouraged self-expression, creativity and socializing. When they met in 1995, during Page's orientation visit at Stanford, 2 confrontational and authority-questioning personalities, they established the basis of a partnership that would eventually become the world's greatest search engine. The Googleplex today is actually a reflection of how the company first looked like when the 2 founders moved from Stanford campus to a residential setting, a house owned by a Susan Wojcicki. The warm and casual atmosphere of a welcoming home, the late hours and the friendships that develop when like-minded people come together as one.

In 1999, moving to a new office space, Brin and Page kept the same casual design. The new place did not look anything like a company's quarters, with a Ping-Pong table in the middle and physio balls tossed around all over. There seems to be something romantic about big corporations that started out in one's garage or home; but while many take on a different direction afterwards, Google didn't. Years after the business started bringing in serious revenue, this playful atmosphere, which had always surfaced from the founders' outgoing personalities, would still be a part of the company's culture.

The snacks and meals that Google provides for its employees daily nowadays is something the Brin and Page had thought about ever since they founded the company, when they initially wanted to set up a free cafeteria and hire a chef for the 12 employees it had then. When asked why such a small would firm needs a personal chef, Brin explained…