Keeping Google Googley

Eric Schmidt, the former Google CEO, served in that position from 2001 to 2011. In 2011, Eric decided to step down from chief executive officer and fill the executive chairman seat. I chose to write my research paper on Eric Schmidt because Google is an inspiring company that I look up to as a graphic designer. One of my everyday tasks consists of designing websites for clients and Google plays a huge part in developing my client’s search engine optimization. In this paper, I am going to discuss Eric Schmidt’s personal life and professional career as well as going in depth in regards to his management style and what makes him a successful CEO. Eric Schmidt was recognized for his aspiring management practices. He helped the company grow into the technology leader that it is today.

In this paper we will examine the management style of Google Inc. We will also evaluate two key changes in the selected company's management style from the company's inception to the current day. Indicate whether or not you believe the company is properly managed. As well as explain senior management's role in preparing the organization for its most recent change. Provide evidence of whether the transition was seamless or problematic from a management perspective. Also we will evaluate management's decision on its use of vendors and spokespersons. Indicate the organizational impact of these decisions. And we will look

Google, Inc. is a corporation that is known for innovation and amazing leadership practices. Google’s greatest innovation may actually be its managerial practice. Google is not led by a single CEO, but by a team that gives it immense strategic and management strength. (Nussbaum, n.d.) Engineers at Google are able to work on their ongoing projects 4 days out of the 5 day work week, and one day a week is designated for potential ideas of their own choice. (Sawyer, 2009) Google has innovation reviews, where each executive presents the most promising ideas from within his own division. The CEO is at these innovation reviews to listen to these innovative ideas. Another way to ensure that some of these ideas have the opportunity to be developed is to allow the engineers to work on these ideas for more than one day a week and in some cases full time. Allowing time to be creative and develop ideas is embracing the art of innovation and

The way that modern businesses operate and are perceived has changed dramatically in the past few decades. Some of these changes have been “cosmetic” whereas some of them have revolutionised company and employee management. “Google’s organisational structure and workplace practices (such as their ‘fun at work’ initiatives) not only allow for increasingly creative and innovative ideas to emerge, but are also undoubtedly positive for employee well-being”. This report will outline how Google and other organisations have developed and successfully applied different management strategies that deviate from the standard bureaucratic model.

(2016), Larry Page is not a typical CEO in the modern day business workplace. As chief executive of Alphabet, Mr. Page is tasked with figuring how to spin Google’s billions in advertising profits into new companies and industries (Dougherty, 2016, pg. 1). Larry Page is a leader that is working, not one, but rather numerous means at an opportunity to ensure that he can give what's best to Google and his representatives and that is the thing that makes him Google's CEO, as well as an incredible leader that will doubtlessly support Google's administrations and keep up worker

Google is one of the most popular, and most used web search engines in the world. Google also has many services that helps you send mail, generate website pages, and create blogs. With all of these great tools come many great, user-friendly features specifically tied to Google. Google has vastly become one of the best search engines in the world, if not the best. Google averages about 12 billion searches per month, which is the most by any search engine in the world. Users can also search for photos, newsletters, and even geographic locations. The best part is, that all of these services are basically free. Google has also set to build more then just a search engine. Google is working on Google glass, self-driving cars, and even have a cell phone called the Android. Google also owns the rights to YouTube, where many users go to upload and watch countless videos. Another great thing the company is doing is spending money on alternative energy sources; last year Google spent 1 billion dollars trying to increase the use of wind and solar energy. Google is also fighting in D.C. to keep the Internet free for Americans. Lastly, Google has one of the best working environments in the world. Google has been the number 1 best company to work for 5 times in a row, including this year. They have been reported to the best human resources department in the world, taking their employee’s happiness over profit. There is no doubt in anyone’s mind that Google is not the best company to work

Larry Page and Sergey Brin, both PhD students at Stanford University in California, founded Google in 1996 as a research project. Their research projects original plan was to successfully “create the world’s best search” (Schmidt, Rosenberg, & Eagle, 2014, p. 5). According to Eric Schmidt, former Google CEO, and Jonathan Rosenberg, former SVP of Products, once their revolutionary search engine became a viable company their plan was to “hire as many talented software engineers as possible, and give them freedom” (2014, p. 5). The theory was that in a company depending on engineers, Google should develop hiring practices “attracting and leading the very best engineers” was the most efficient way for Google to meet and surpass corporate goals (Schmidt, Rosenberg, & Eagle, 2014, p.

Google designed their offices and cafes to encourage employees to interact with other Googlers within and across teams. This allows them to spark conversations about work, as well as play, creating a relaxing work place. It’s not the typical corporate culture. In fact, just by looking at pictures inside the Googleplex, you can see that it looks more like an adult playground, not a place for work. Google’s success can be attributed to the free culture of their workplace. Google has people whose sole job is to keep employees happy and maintain productivity.

CEO Sundar Pichai’s seven dimensions of organizational culture operate on the high end, all seven with the exception of stability. Stability operates at a lower end due to always pressing the boundaries of their innovation, and continually pressing the status quo. Google is constantly innovating through keeping user information safe from web abuse while continuing to take risks with Google play, wallet, and cloud systems. Their attention to detail is paramount “down to a single pixel” (Johnson, 2014) right down to moving the shadows of buildings on the Google maps application with the time of day in coordination with the sun.

Google is a multinational corporation that serves thousands of consumers worldwide. Through Internet related products such as Internet searches, maps, emails, mobile apps, and other online contents for users Google became the company it is today. Every employee of Google is different in his or her own way; making it a well-diversified organization similar to the global audience they serve. Google’s mission statement is to organize information from all around the world and make it universally accessible at a quick and orderly fashion. This means creating a search engine smart

Google’s organizational structure, like Zappos, is flat with low levels of management. Google encourages employees to take initiative without needing approval from multiple levels of managers. To inspire the spirit of innovation in its employees, Google came up with the 70-20-10 rule. Frenz (2013) states, “They have the freedom to spend 70 percent of their time on current assignments, 20 percent on related projects of their choosing, and 10 percent on new projects in any area they desire.” Employees have the freedom to set their own goals and change

Garvin’s article How Google Sold Its Engineers on Management describes Google’s unique approach to management. Google prides itself with having the best, most highly satisfied employees in the industry. A majority of its employees are engineers that prefer spending time creating and building, which makes it difficult for management to exist. Many of Google’s employees are also highly independent and do not like being micromanaged. Garvin (2013) described a 2002 experiment where Google made their organization flat, eliminating engineering managers, the company realized that managers do more than just manage projects. Managers contributed to the company, “by communicating strategy, helping employees prioritize projects, facilitating

(Goodman, 2009) The company primarily focuses on search; advertising; consumer content and platforms; and enterprise products. Some of the core business practices of google include getting to know their employees, creating new ways to reward and promote their high-performing employees, letting their employees own the problems they want to solve, allowing employees to function outside the company’s hierarchy, and have their employees’ performance reviewed by someone they respect for their objectivity and impartiality. (Manimala, M.J. 2013) The employees can operate and experience a free and transparent exchange of ideas in order to best meet the needs of the people in which they serve. Google technology includes the Google Chrome browser, YouTube, Google Maps, Android smartphones and smart contact lenses. The company is also developing a self-driving car.  Overall, their managers trust them to carry out these responsibilities without micromanaging them and their core value is to create technology to make life easier and better for everyone.

Google’s organizational structure is less about control and meeting goals set by the company. The company is more focused on employees meeting the objectives that they have set for themselves. Google takes some aspects of the Laissez Faire style of leadership as all employees are given freedom to create and determine their own deadlines and ideas for projects. The managers act

The strategy of focusing on getting information to millions of people internationally is the foundation of Google. Another strategy in which Google is unique is their culture. Google creates an atmosphere of creativity, teamwork and brainstorming which has helped win them a spot in the top 10 of Fortune magazine’s best companies in which to work.