1 Organizational Environment

The company, via Google Reach, sends a number of Googlers (Google employees) to a developing region to assist local firms and small enterprises deal with development challenges. For instance in 2013, forty seven Googlers were able to travel to Delhi in India and Ghana in Africa. Googlers as they are known, claim they pride in telling others where they work. Google has around 26,000 employees in the United States and 40,000 globally. Googlers not only take incredible pride in what they do, but 99% claim they enjoy unique and special benefits offered by their employer (Halbert &amp. Inguli, 2014).
This paper discusses how Google has been able to utilize organizational behavior to build itself as the most favored company in the world. The founders of an organization usually have a key impact as far as the organization’s initial culture is concerned (Stephen, 2005).Google founders Larry Page and Sergey Brin had a vision of what their company should be. In actuality, Google is just like one big university. Larry and Sergey began their company in the dormitory of Stanford University, which makes the personalized and disordered offices in Google look just like the student dormitory extension. This campus like culture provides so much freedom as well as natural environment, which favour the employees making it a place for creativity meanwhile attracting young employees. This is something that Americans tolerate and even adore. However in countries like china, this kind of behavior may be seen as arrogance, misbehavior, crankiness, overconfident, etc. It may also be shunned by all types of mainstream forces in this Asian giant. Engineering Vice President at Google, Kai-Fu Lee says that what he really feels about Google’s culture is that of an assembly of youthful men clad in shorts, great enthusiasts for technology innovation, in strong pursuit of transparent, equal, and honest relationship between employees, whose to them customer