Management at a Company

Executive Summary The purpose of an executive summary is to summarize a report. Executive summaries are written for executives who most likely do not have time to read the complete document. Therefore, the executive summary must cover the major points and be detailed enough to mirror the content yet concise enough for an executive to understand the substance without reading the entire report. An executive summary differs from an abstract. Readers use an abstract to decide whether to read the complete document. They read an executive summary to obtain information without having to read the report in full. The executive summary should be written as a document that can stand on its own and is usually written on one or two pages, depending on

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.

1. Discuss the market system and the need for ethics in business and distinguish it from the law and concepts of virtue and morality.

This paper is about the four management functions of “Google” Company. What is Google? What is management? What are their four management functions? Moreover, how does Google Company manage those functions properly and successfully?

It seemed that the infrared photons were moving upwards without any movement. When you added the gas planes, the were a bit more scattered.

Leaders are conceptual thinkers and must think in the abstract. Decisions made by leaders are non-programmed decisions, which have never been made before, regarding the direction in which the leader will take the organization. The leader is hired by the Board of Directors to maximize the wealth of the stockholders whom they represent. The leaders planning horizon is generally three years and beyond, depending on the employment contract signed. The BOD reserves the right to fire the leader at any point in time, during the contract period; they feel the leader is not

Leaders are conceptual thinkers and must think in the abstract. Decisions made by leaders are non-programmed decisions, which have never been made before, in respect to the direction in which the leader intends to take the organization into the future. The leader is hired by the Board of Directors (BOD) to maximize the wealth of the stockholders whom they represent. The leaders planning horizon is generally three years and beyond, depending on the employment contract signed. The BOD reserves the right to fire the leader at any point in time, during the contract period; they

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 defines itself as a non-conventional company which intentionally avoids the traditional management models. “Google has been managed differently in an atmosphere of creativity and challenge.” That said by Eric Schmidt, CEO, who also affirms that the business is driven according what Peter Drucker understood as a way to manage the “knowledge workers” in 1959. The idea was first described in his book 'The Landmarks of Tomorrow'.

In 2013 Schmidt released his first book called ‘The New Digital Age’ and in 2014 his second book, ‘How Google Works’. ‘How Google Works’ is not just another managerial book. In his book, Schmidt explains a manager’s perspective. When managers and CEO’s have meetings, we can sometimes think they are pointless, but these meetings have great meaning for an organization. Schmidt for instance, comes up with ways to enhance his methods of making his corporation successful. He also explains in his book that most

I think that the most important aspect that you can take away from this article, and I can say from personal experience, is something that is very important in your job, is the managers and co-workers that you are involved with on an everyday basis. If you have good managers, you are going to like the job a lot more and want to stay there for a long time. If you are not fond of the mangers, or don’t like the work environment that they are operating under, it can make it very hard for you to come to work every day. The overall point of this article was in response to the program that Google created, called Project Oxygen, that’s main initiative is to consistently survey the employees on how their managers are performing, give feedback to those managers, and provide training so that Google is employing the best managers around. Google offers a very good overall package when it comes to how they run their company. Google operated under a “consensus drive” decision making model, which goes along with their original philosophy, to get everyone’s input on a certain situation, have everyone come up with possible solutions, and come to a compromised decision, and not just have one person calling all the shots. To make sure that Google was hiring the best people, they had a rigorous hiring process to make sure they had the top talent in

The book is written by Steven Levy a journalist that had a long standing relationship with the company and wanted to write a book about the company. He was granted access into the company where he interviewed the top executives to learn about the company from their perspective. The book is about the journey and progress of Google from a small Stanford dorm room to a search giant. The book discusses how Larry and Page met, their background, the struggles they had and the people involved in building the key products/services that makes Google number one. The book provides details about the company’s major services and how they were invented like Google News, Google toolbar, Gmail and Chrome. The book also address the culture of Google how they ran the business, the work environment, their unofficial slogan, their hiring philosophy and how they treat their employees. The book acknowledges how google thinks, how they work and shape the lives of people who use their products. The book also shows how Google grew and expanded into other industries by acquiring other companies such as YouTube and others.

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

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

to becoming a unique Company of modern time. According to Page, the planned restructuring of Google Inc. is a great opportunity for the Company’s expansion that would see it grow its product and consumer base through the devolution of its operations. Moreover, the new structure of the organization would facilitate advanced innovation and at the same time, revamp the organization’s structure and various brands. The autonomy achieved by the new structures, according to Page, would accord him and Sergey a chance to keep a tremendous focus on the various unique opportunities available within Google Inc.