Project Oxygen : Do Managers Matter?

Those who do not have a sense of interdependence may attempt to solve the problem alone or be forced to hassle the PM with every problem outside their field of expertise. Being results oriented requires rallying all members around the same project goals and motivating them towards completion of those goals. This goes hand-in-hand with enthusiasm, which simply means getting people excited about the project and raising the energy level around project activities. Teams that possess these two attributes are more driven toward project goals and may work at a faster or more intense pace. Cohesiveness is the desire and attraction that team members have for working with one another. Sometimes rewards are used to develop cohesiveness and to generate the desire for members to devote time to the project. Cohesiveness helps create harmony among team members and develop smoother working conditions than teams that do not demonstrate a cohesive front. Finally, trust is evident when team members feel comfortable working together. They have confidence in one another’s abilities. When trust is developed, members are willing to express differences and handle disagreements upfront.

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

Also the employees at Google have the added benefits of being able to bring pets to work, onsite childcare, and of course the best one chow down on some free food. Additionally, Google creates an environment where its employees are encouraged to bring about any ideas they may have, and having an environment where people can express their ideas helps to foster a joint effort among employees which is extremely vital. “Google has constructed an empire where well-chosen elite accommodates flexibility, shifting roles, and urgency. Google shares whatever information it can with as many employees as possible, encouraging debate but insisting on like-minded cooperation.” (Hardy, 2005) Google has gone as far as to set a higher standard by doing away with the just offer the same old employee of the month parking space, instead they want to show how providing a better work experience results in a higher quality product or service.

I would like to begin by saying that I am usually not jealous or envious of many people but I have to say I am actually jealous of all the googlers. That being said I know now if I was to ever own my business I will make sure to first read Laszlo Bock’s book “WORK RULES! INSIGHTS FROM INSIDE GOOGLE THAT WILL TRANSFORM HOW YOU LIVE AND LEAD” I believe this book can help transform the way we conduct our businesses and how we treat our employees. It’s the new way of looking at the workforce, the old view was to invest in your business and not employees but new view is when you invest in your employees the rest will follow. Google’s HR along

Drs. Jeffrey and Veiga believe that there is a direct correlation between high economic returns and high involvement management practices. This management includes those practices in which employees are highly engaged by the management. The first example is Apple Computers, in which Apple downgraded its workforce numbers to try to regain their market leadership. Instead of increasing their profitability by decreasing labor costs, Apple made its employees insecure about their futures and became less engaged. It resulted in the damage of brand name. More research presented in the article shows

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.

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

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

Even though I believe Google’s management system to be effective and the article’s explanation of the system to be credible and valid, I do not believe it will fit the culture of my company. Working in the restaurant industry, our employees are not as technically minded as the employees of Google. From experience, direct management and more guidance are needed in a customer-service directed atmosphere. While my boss may find the surveys and employee improvement strategies to be helpful, Google’s exact system is not comparable to the restaurant industry.

•  The rapid growth of Google’s workforce raised difficulties in crossfunctional organization; indeed, when facing a problem, an employee

Google’s recruitment team is known for implementing an idiosyncratically intense hiring process. Every year Google receives over 3 million applications. But Google hires about only 7,000 or about 0.2%, said at LinkedIn’s recent Talent Conference by company’s HR boss Laszlo Bock, according to Quartz [1]. It is noticed that the hiring rate is lower than the acceptance rate of the top universities like Harvard, Stanford and MIT.

It is no secret that Google has been declared one of the best places to work. The public knows it, the competition knows it, and Google employees know it for certain! Job satisfaction levels are through the roof for Google creating longevity and long-term sustainability. In order to maintain the status of being one of the best places to work, Google is very selective about hiring competent employees who contribute to a positive workplace culture. Thus, Google employees are well paid, receive many perks, as well as the flexibility to prevent strain that accompanies having a work/ family imbalance. Commonly assessed work values are pay, promotions, supervision, coworkers, the work itself, Altruism, Status, and Environment.

Google’s human relations and human resource management styles have changed the way that companies will be managed in the years to come. Google’s model of motivation and leadership tears down the traditional scientific management theory which focuses on results rather than the employees who deliver those results. The Vice President of People Development at Google stated that the company’s strives “to create the happiest, most productive workplace in the world. It’s less about the aspiration to be No.1 in the world, and more that we want our employees and future employees to love it here, because that’s what’s going to make us successful” (Smith,2014). Google shows employees they are valued and constantly motivates them in the workplace by creating a culture that fulfills their needs in all aspects. The office design, the management style, policies, and perks/benefits all put the employee first.

Google’s way to reward the team after working so hard to achieve their goals. A great way destress and team build.