Google 's Strategy For My Personal Leadership Style

(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

A very important leadership style that impacted my way of thinking, and changed my perspective towards leadership is transformational leadership. I had the opportunity to present a case over it, and do research. It is such an important way of leading. Transformational leadership is probably one of the most inspiring ways to lead a follower! We can describe it as a process that occurs between the follower and the leader where both of them motivate each other and rise their levels of morality. Now a days I believe we can find many of our transformational leaders within our teachers. I have had many good teachers over the years that are understanding and highly encouraging. A transformational leader encourages other and treats everyone as the humans they are. The also help people look beyond their own interest, and most of the times have high expectations.

Google is overseen by a board of directors that passes the information down to an executive management group (Thompson, 2015). This management group is responsible for overseeing different departments that are broken down to even smaller units. Witnessing the new changes and progression Google has made over time, it is beneficial that they don’t use the standard corporal structure. Instead, Google allows employees opportunities to be a part of new ideas with having to feel watch over. Another key change is Google’s 70/20/10 rule (Thompson, 2015). This expectation means the employees are to spend 70% of their day on projects that are assigned by management, 20% each day on new products, and the 10% on new ideas they want to pursue. Google gives this rule the credit and driving force behind the progression on Google (Thompson, 2015).

Organizations can have open or closed systems. Open systems interact with environment through giving and receiving information (Vogt, 2013). Contrary to widely held belief that organizations are closed systems, the virtue of the fact that they exchange resources with their environment qualifies them to be open systems. Public relations department is considered to be an open system because it interacts with the outside environment on a regular basis (Vogt, 2013). In closed systems all interactions and knowledge are transmitted within the system only. This hampers growth because the flow of information cannot allow for interaction with the outside environment (Vogt, 2013). Closed system organizations are known for setting up a hierarchy of offices, creating rules that guide performance, and separating personal and professional rights. Closed systems hold efficiency and control in high esteem. A company's production line is a typical example of closed system. Any deliberations from top level management or information from competing production lines cannot interfere with its activities (Vogt, 2013). Workers in that line are obligated to their tasks on that line with interference from any quarter. Research and Development within organizations like the computer organizations are a closed system because such departments do not interact with outside division. This is purposefully done to protect trade secrets and inventions from being leaked to competing

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.

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.

Google is one of the best known and most admired companies in the world, having grown from a ten-employee business running out of a garage in 1996 to a company that operates with over ten thousand employees (Bauer and Erdogan, 2016). Google is able to keep a competitive advantage over companies like Yahoo Inc. and Microsoft Corp. because they invest in their employees (McKeough, 2008). In 2007, Google was voted the number one “Best Place To Work For” by Fortune magazine and has created a work environment that attracts, motivates, and retains the best employees in today 's workforce (Bauer and Erdogan, 2016). Google’s workplace environment, and a long list of employee benefits, are part of what make this culture so attractive.

My personal leadership vision is to become the best version of myself. Leadership development has been an area of great interest, even early in my career journey as I obsessively listened to Nightingale-Conant’s Insight series on a Walkman. I didn’t realize at the time that Theoretical, the desire to learn, was my strongest motivator. Twenty-five years later, I have the same desire to know more and continue the journey to become the best version of myself.

Google is not considered a ‘top-down’ organization. Employees prefer to be mentored, rather managed. It is important to the employees they are free to be creative and innovative in the work they do without criticism or micro management. The concept of having meetings to discuss ideas instead of making decisions has been another success for Google.

The success of any business entity relies heavily on the management approach and human resource strategies. Google is operating in an industry that demands a high rate of innovation for the organization to remain competitive. The success of Google is attributed to a talented management team that can formulate effective strategies and a competitive workforce.

The Google case is predicated on strategic management decisions based on the company’s resources, organizational goals, and the competitors market. These decisions are necessary and important for creating growth and increasing market share within the alignment and scope of the company’s vision. “Value creating growth is the strategic challenge, and to succeed, companies must be good at developing new, potentially disruptive businesses” (Rappaport, 2006). With this in mind, Google is trying to decide whether to venture into new markets such as: e-commerce, the portal

The management philosophy suitable for the company Alphabet is the Behavioural School of management. The Behavioural school of management focuses “…on the nature of the employee and on what factors encourage employees to minimize their efforts ”. This management theory follows the philosophies of three philosophers. Firstly, Mary Parker Follett a social philosopher, who discusses the importance of three elements: coordination, self-management and collaboration . In the article the author highlights the work environment at Google and how the employees are treated. For instance, “Google promotes less managerial oversight and more employee freedom…A product manager’s job is to work together with the people…Google has tried to keep the same structure with a team-based approach…Google gives their employees plenty of freedom and uses communications as a tool to keep everyone moving forward in the same direction” . This quote from the article demonstrated the elements coordination, self-management and collaboration as the founders of Alphabet believe in creating a work environment that give the employee the freedom to work as they please, manage themselves and collaborate with other employees as a team; share ideas to achieve

This paper presents the organizational behavior practices and their implications for the business at Google Inc. It begins with a brief introduction to the company and its operational setup and other aspects. The main body of the paper discusses the company's efforts to strengthen its organizational behavior and culture. It highlights the major benefits and programs which are aimed to improve the employee morale and improve their performance at the workplace; the job characteristics model for Googlers; and gives a summary of organizational behavior, culture, diversity management, communication systems, and business ethics which are the part of Google's business strategies. The paper concludes by summarizing the implications of organizational behavior for Google's business.

“They love ‘their’ company, they love their job, and they are used to getting their own way” [in reference to founder-CEO’s] (Heller, 2008). Larry Page, president of products, also known for his great leadership skills and labeled as a “micromanager” eventually turned the reigns over to Eric Schmidt in 2001. Google utilizes a “tight top to bottom approach and despite its college like campus has a large portion of the control placed at the top of the structure. The original founders maintain a tight grip on many of the company decisions. Both Larry and Sergey were hesitant to give up control to a CEO with business experience and even after accepting a CEO, the duo kept him on a short leash” (Vise, 2005, p. 111).

The company I decided to write my final project on for Management Theories and Practices is Google. According to Google, the company was founded on September 4, 1998 by Sergey Brin & Larry Page. They founded the company in Menlo Park, California. The two founders were only college students at the time, pursuing PhDs in Computer Science. ("Management team," 2015.). Neither of them finished their degrees. Yet from there, the company took off. If you take a look at Alexa.com you 'll see that it monitors the popularity of websites on the internet and Google is number 1. That means Google is the most visited website in the entire world ("Top sites," 2015.). The paper I am writing today will be taking a closer look at the famous company itself, and the employees within keeping it running.