University Report: Google's Management Perspectives, MGMT6012, 2024

This report provides a comprehensive analysis of Google's management perspectives, focusing on its organizational structure, ethical practices, and the roles of managers. It begins with an executive summary and table of contents, followed by an introduction that highlights Google's evolution and its expansion, including the challenges it faced and the solutions implemented, such as hiring experienced managers and reorganizing into Alphabet Inc. The report delves into Google's organizational structure, characterizing it as flat and cross-functional, with a strong emphasis on innovation and an open culture. It examines Google's ethical practices, emphasizing its commitment to ethical standards, sustainable business practices, and corporate social responsibility. The report also explores the role of managers within Google, including their skills, responsibilities, and the challenges they face. Furthermore, the report presents the research methodology used, including the formulation and analysis of hypotheses regarding managerial effectiveness. The findings suggest that effective management, particularly the competence of managers, is crucial for strategic implementation and achieving organizational goals. The report concludes by summarizing the key findings and implications for Google's management practices.

REPORT ON GOOGLE’S MANAGEMENT PERSPECTIVES
REPORT ON GOOGLE’S MANAGEMENT PERSPECTIVES
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1REPORT ON GOOGLE’S MANAGEMENT PERSPECTIVES
Executive Summary
The report is about an organizations functional, organizational structure, ethical standards
and managerial role. The study is about Google Inc, it is one of the biggest and most expanded
companies in the world. Report talks about how the mangers deals with the challenges and
risks while working a big organization. The report discusses the hypotheses related to the
behavior and performance of manager in the organization. How they address them and how does
the company bring changes by not harming its polices. The biggest challenges of the manager are
also highlighted and what steps they take to overcome those hurdles. The organization structure
of Google is analyzed to understand its working environment.

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Table of Contents
Introduction.................................................................................................................................................3
Organizational structure and its success.....................................................................................................3
Ethical practice of Google............................................................................................................................4
The role of manager....................................................................................................................................5
Research methodology:...............................................................................................................................6
Conclusion...................................................................................................................................................8
References...................................................................................................................................................9

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Introduction
Google Inc., it is among the biggest search engine companies in the world. It was
founded in 1998 by Sergey Brin and Larry Page. Google is an online search firm it offers more
than fifty Internet services and products. Ranging from mail to online document creation to
software for mobile phones. The product portfolio and the size makes it one of the high-tech
marketplace, along with Apple, IBM, and Microsoft. The service users daily search Google 200
million times a day (Alphabet Investor Relations, 2019). Year on year Google expanded
tremendously (Tam & Gray, 2016).
To accommodate this uncontrolled mass of data, Google built eleven data centers around
the world. These data centers required human resources to manage the work hassle free. This
level of expansion led Google to internal management problems. It was predicted by investors
and stakeholders that Google need more number of experienced managers to handle the work. In
2001 the company hired Eric Schmidt as chairman and chief executive officer (CEO) of the
company. He was ceo at Novell Inc. before joining Google. Page took the position of the
president of products, and Brin was president of technology. The trio ran the company as a
“triumvirate” and it worked perfectly in bringing the formal environment in the company
(Alphabet Investor Relations, 2019).
In 2015 Google reorganized itself to become a part of the holding company Alphabet Inc.
Google handles search engine, advertising, apps, and maps, Android and the video-sharing site
YouTube. In the recent day the company reshuffled the leader position and Page became CEO
of Alphabet, Brin its president, and Schmidt its executive chairman. Whereas Sundar Pichai,
took the senior vice president of products and became Google’s new CEO. The stable
combinations had added to the success of the company. The mission and vision is clearly shared
by the three leaders working in a stable operational environment.
Organizational structure and its success
Google’s success is linked to smoothly functioning of the organizational structure. It
supports organizational culture in to support the innovative minds. It has an arrangement of the
resources in the most suitable manner to achieve the overall prototype design of the organization.
The organizational culture is a set of behavioral tendencies, beliefs and values of the employees.

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The organizational structure of Google is flat and not conventional. Google has a cross
functional organizational structure. It follows a matrix corporate structure with more of flatness
in the reign of work environment. A flat organizational structure is one in which the employees
or groups can pass middle management and communicate directly with higher management (Al
Saifi, 2015).
Taking an example it has departments and groups an Design group, Sales and Operations
group and a Product Management and development group and many more. Team and groups are
based on the product development works. Like the groups of employees for developing Pixel
devices may termed as one department. The company has an open culture environment. Google’s
corporate culture characteristics are openness, Innovative perspective, emphasis on excellence
and to supports small company-family rapport. Openness means that by sharing information
among them to improve Google’s business processes. Innovation is the main characteristic of
Google LLC. Almost all employees come from an innovative background and they contribute
innovative ideas to the company. This ultimately motivates workers to strive for excellence.
Google tries to create a social ambiance of warmness that facilitates information sharing and
employee satisfaction (Freeman, 2016).
Ethical practice of Google
Google is known to follow the ethical rules very religiously. It has been several times
voted as one of the world’s most ethical companies (WME). It not only promotes the ethical
business standards but follows it internally. They follow best practice by abiding by the legal
compliance. The impact of Google’s ethical practice is wide in the computer technological
environment. The companies look up at Google to learn ethics. They also follow sustainable
business practices by using internal energy system to cool their data centers, by running a free
bus service for employees. Google has made huge investments in solar and wind power, they aim
to become the world’s first carbon neutral firm. Google is known to balance the gender
inequality. Company provides scholarly assistance to woman and girl student. It has been known
as the most CSR active organization. It has donated millions of dollars for good causes like
wildlife conservation projects, anti-human trafficking charities, and computer science education
programmes (Kim, Donaldson & Hooker, 2019).

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As mentioned by its management Google is one of the most ethical companies in the
world. There are many laws and regulations that Google follows to mitigate any risk of non
compliance. If the management environment is examined and case study of many other
companies are picked the results indicate that senior management tries to take advantage to gain
significant financial benefits for both the company and themselves. This is completely unethical,
it nurtures a selfish motive. The unethical behavior results into huge damage to their career and
to the goodwill of the organization affecting the employees, stakeholders and society. The
leaders need to understand their professional responsibility to follow the code of ethics for
benefits to the corporations. The companies are publishing formal statements about their
corporate value and making it compulsory for the employees to abide by it (Herman, 2016).
Google has also published the ‘Google Code of Conduct’. It is an open document where it
requires its employees, board members and partners to follow the conduct. Google’s code of
conduct comes from a very simple phrase of “Don’t be evil” (Alphabet Investor Relations,
2019). This also represents the mission and vision of the organization. Google works by
providing its users unbiased access to information, as per their needs (Lim & Greenwood, 2017).
The role of manager
Managers are leaders who keep the organization working smoothly with no resistance.
They are skilled resources who have ability to motivate, manipulate and make the human
resource of the company. A manager should have a diverse set of skills and abilities to take
strategic decision in favor of the company and people. They should have cognitive skills,
emotional resilience, self-knowledge, and personal drive. They should know when to create what
environment to complete the task with perfection (Crosby & Bryson, 2018). The mid-level
managers are the drivers of the change that will form a part of the organization. Whereas the
leaders, the CEO are the change makers. They plan the change and give the responsibility to the
managers to bring out the change. The managers have to be closer to customers and the
stakeholders than top-level managers. There are three major task performed by managers –
1. Working tactfully to allocate the objective o the task along with allocation of the financial
responsibilities to target team.
2. Monitoring the anticipated work timely.

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3. Controlling any divergences from the objectives. .
A manager performs as a leader who carries the operational information. They also draw
attention of the management to the most important operational issues. They are the key point in
the organizational structure who manages the lower department and passes information support
to top-level managers. In nut shell a managers in the organizational structure, plays a key role in
managing various resources, they provide information to decision-makers, provides support to
low level managers and they communicate the strategic plans at all levels of the organization
(Velu & Jacob, 2016).
Research methodology:
The research is done by referring the journals online and data from reputed sites. The
hypotheses formed regarding the competency of the mangers.
Hypotheses-
 The ineffectiveness of the strategic implementation is faced when the prioritizing of the
strategic is not done by the manager.
 A lack of experience reduces the chances of successful execution.
 Inability to effectively motivate employees impacts a negatively on results achieved.
Result
The hypotheses was analyzed by reading effective articles, journals and referring
important sites. The data collected was compared with the same analysis of another organization
in the same industry. The results matched with some or little variation. It was noticed that most
of the organization works exceptionally well because of their effective and trained managers.
The role of the leaders or the CEO are limited to the external decision making only. Thus at
various level the effective role of the manager creates the ambience of hard work with less than 1
% discrepancies. All the three hypotheses are statistically significant (Alphabet Investor
Relations, 2019). They can be summarized by finding out the positive correlation between the
effectiveness of the strategy implementation. Thus it can be concluded that an increase in any
one of the hypothesis can induce a change in the management outcome and goals
(Lesa.on.worldcat.org, 2019). The probability of implementing the change concept can affect the

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actions of the management to motivate the managers to accept change (Braun, Benninghoff,
Ramuz & Gorga, 2015).
The decision making power is also vested with the top management thus by shifting the
responsibility to lower level of manager will make them more responsible and they can change
their attitude. The implementation of the new change in the management will also become easier
to bring with their heavy involvement. They will be able to priorities the importance of the
strategies not according to their comfort but according to the rewards they will get (Wolf et al.
2015).
The operational activities plays an important role in delegation of power by recruiting a
special team who is responsible for coordinating the strategies and implementing it in the
process. The tem can be formed in the mid level managers. This is to support the thesis of lack of
experience. An inexperienced or less experienced staff will ultimately reduce the effectiveness of
the work. The time taken to gain the proper knowledge will always be more than the time able to
complete the task. A separate department to handle the implementation of urgent goals should be
formed. Google has one such department in all the center. It has been noted those areas have the
heaviest load of works. This is also a threat to the new managers as they constantly depend of the
old experienced managers assertiveness (Andreoni & Chang, 2019).
The action of leaders are to motivate the staff to accomplish the goals. The best leaders
are those who make the change without the noise. The leaders are trained employees hey know
the impact of all the actions that has been taken since its inception. A proper initiation of the task
need to be done by employing the right person for the task. The majority of the work in Google
is done by approval method. The low level manger needs to get the approval from the top
management before starting with the task of change process. In the same way the top manager
has a responsibility to assign the work with the most competence person so that the whole
process is done in accordance with the managements rules. The job of the manager is not only o
complete the task but to motive them to do it with more sincerity and use innovative minds
(Alphabet Investor Relations, 2019).
The hypotheses tried to examine the effectiveness of the different strategies that can be
applied on the managers to achieves the goal. Managers are trained employees of the company

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who has all the competencies to achieve the outcome. Google has some of the best minds
working for it and their effectiveness and efficiency has kept Google running at number one
position till date.
Conclusion
The company’s organizational culture should maintain a cheerful ambiance, allowing
people to share ideas with each other easily. Google provides an environment where the most
innovative mind works together. The diversity in this organization is well received and
appreciated for being such a tolerant working institution. They support excellence and
innovation. It is also one of the most ethical company in the present. They have kept their
customers first and work according to their comfort. The managers who pay the key role in keep
the organization at this level are very well competent. They are some of the best people working
for Google. They know how to handle the situation and bring change in the organization while
ensuring coherence throughout the business. The only sections for consideration is the flexibility
criteria where is a room for change.

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References
Al Saifi, S. A. (2015). Positioning organisational culture in knowledge management
research. Journal of Knowledge Management, 19(2), 164-189.
Alphabet Investor Relations (2019). Alphabet Investor Relations. [online] Alphabet Investor
Relations. Available at: https://abc.xyz/investor/ [Accessed 21 Jul. 2019].
Andreoni, A., & Chang, H. J. (2019). The political economy of industrial policy: Structural
interdependencies, policy alignment and conflict management. Structural Change and
Economic Dynamics, 48, 136-150.
Braun, D., Benninghoff, M., Ramuz, R., & Gorga, A. (2015). Interdependency management in
universities: a case study. Studies in Higher Education, 40(10), 1829-1843.
Crosby, B. C., & Bryson, J. M. (2018). Why leadership of public leadership research matters:
and what to do about it. Public Management Review, 20(9), 1265-1286.
Freeman, R. E. (2016). Ethical leadership and creating value for stakeholders. In Business ethics:
New challenges for business schools and corporate leaders (pp. 94-109). Routledge.
Herman, R. D. (2016). Executive leadership. The Jossey-Bass handbook of nonprofit leadership
and management, 167.
Kim, T. W., Donaldson, T., & Hooker, J. (2019). Grounding Value Alignment with Ethical
Principles. arXiv preprint arXiv:1907.05447.
Lesa.on.worldcat.org (2019). Search results for Laureate Education Australia Library. [online]
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[Accessed 21 Jul. 2019].
Lim, J. S., & Greenwood, C. A. (2017). Communicating corporate social responsibility (CSR):
Stakeholder responsiveness and engagement strategy to achieve CSR goals. Public
Relations Review, 43(4), 768-776.

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Tam, S., & Gray, D. E. (2016). Organisational learning and the organisational life cycle: The
differential aspects of an integrated relationship in SMEs. European Journal of Training
and Development, 40(1), 2-20.
Velu, C., & Jacob, A. (2016). Business model innovation and owner–managers: the moderating
role of competition. R&D Management, 46(3), 451-463.
Wolf, S., Weißenberger, B. E., Claus Wehner, M., & Kabst, R. (2015). Controllers as business
partners in managerial decision-making: Attitude, subjective norm, and internal
improvements. Journal of Accounting & Organizational Change, 11(1), 24-46.