LEADING TALENT IN ORGANIZATIONS

(MBSA 1623)
LECTURER: DR. ROSSILAH JAMIL

Keeping

Googley

PREPARED BY:
INDIRAN
(MBS141104)
CHONG KUEN SOON (MBS141133)
MOHD. FAIZAL
(MBS141114)
CHIA WI PAEW
(MBS141106)
LEE YEW HOONG
(MBS141102)

Outline

Executive Summary
Q1. Analysis of Company & industry
Issues in Case Study.
Identify & Forecast critical factors in the Case Study
Q2.Based on relevant theories (refer to relevant texts), analyze
Google's:
Leadership
Task design
People strategies
Structure
Culture
Alternatives & Recommendation
Q3. Now with the rapid expansion, do you think Google can
remain 'googley'? Explain and justify your arguments. Give
suggestions if any.

What

What is the
whole case
study about

Why

Who

When
&
Where

How

Why did this

case study
happen
Issues
identified in
this case
study
Who are the
characters in
this case
study
When &
where did this
case study
take place
and occur

How did they

manage to
solve the
issued in this
case study.

What is the whole case study about

Culture of Google Googley
Individual level:
Well intentioned, curious & aware, and have the capacity to selfgovern with peers
Continuous improvement Continuous learning
Fast paced & rapid decision making. its better to move fast and
make mistake rather than make no mistake and move too slow
Group/Org Level:
Informal culture
Medicine ball chair, door tables & dogs are permitted in office.
Encourage collegiality Collegialityis the relationship between colleagues. Colleagues
are those explicitly united in a common purpose and respecting
each other's abilities to work toward that purpose
Unique structure
Not matrix, not functional neither it is hierarchical Mentoring
peers and cross-functional.
Decisions made Consensus orientated
Common Mission, Shared goal & personal responsibilities.

Why is the Googley culture successful

Encouraged new idea : Good ones survive, bad

one will die, but nobody gets into trouble. Failure
was tolerable at all levels.
Googles successful culture that managed to achieve
this key achievements:
Revenue: $439K(2002) to $16Mil(2007)-5yrs
Employee: 682 staff (2002) to 16805 employee(2007)
5yrs
Market share : 62.4% = 587.7million users(2007)
Market Capitalization: $176.8Bil(2008)
Googles strategic product & idea
AdWord & AdSense = Online advertising 99%
revenue source
Continuous innovation
new search related products Gbook, Gfinance,
Gnews
services, communication & collaboration services
Gmail, GCalendar

Whos in this case study

Google:
Sergey Brin & Larry Page Founder of Google
Eric Schmidt CEO of Google 2008
Jeff Huber - Vice President of Engineering
Megan Smith Vice President of New Business Development
Scott Sheffer Director of Online Operations
AdSense:
Kim Scott Director of Googles AdSense Online Sales & Operation(OSO)
Brian Axe Product Management Director
Joerg Heilig & Bhavesh Mehta Engineering Directors
Gopi Kallayil Product Marketing Mangers
Russ Laraway Director of Online Operations
Sarah Teng AdSense account associate
Suzie Dewey Manager at AdSense(new)
Tanya Koshy AdWord OSO account strategeist
Googles HR
Laszlo Bock Vice President of people Operation
Jason Warner Senior Staffing Manager
Roxana Wales Training & Development Manager

When did this

case study take
place
2008-2011

Where did this

case study take
place
Googles HQ
Mountain View,
California

How is this culture maintained

Goals, Mission & Vision
Structured Recruiting Process
Review Screened for Markers Phone
interviewed Assessed for other
attributes(Heavy Filter) Campus
Interview Recheck complete college
transcripts & references
Leadership in Google
Empowering team
Having technical skills, communication
skills, productive, result oriented and
helping others
Perks & Benefits
Human Development Management (HDM) Training & Promotions

Analyze The Company and The

Industry
Founded in 1995 by Lary Page & Sergey Brin, the 1 st popular
search engine in the world.
Users can find any website or document on the web based on
keyword or exact searches.
Kim Malone Scott was hired in June 2004as director of online
sales and operations (OSO)

Analyze The Company and The

Industry
Threat
of New Entry
Moderate cost of doing
business
High cost of brand
development
Easily fulfilled regulatory
requirements

Supplier Power

Google maintains
strong market
dominance; supplier
power is low
Google products may
not compatible with
MS & Apple new
software

Competitive
Rivalry
Microsoft, Yahoo,
Baidu Apples iOS
Rules/ethics have not
been defined so the
environment is easily
manipulated

Threat of
Substitution
High, switching costs
are negligible
Demanding more and
better services

Buyer Power
many competitors
that host
alternatives to
Googles offerings

Leadership
Google hired smart engineers, promoted the most brilliant
into leadership positions and then left them alone.
The assumption was that they were smart and would figure it
out or ask questions if they needed help.
Googles Management claims that the teams working under
the best managers perform better, are happier, and stay
longer with the company.

The 8 Most Important Qualities of

Leadership at Google
Be a good coach
Empower your team and dont micromanage
Express interest in your team members success and wellbeing
Be productive and results-oriented
Be a good communicator and listen to your team
Help your employees with career development
Have a clear vision and strategy for the team
Have technical skills so you can advise the team

Task Design

According to Rush, Harold F.M. (1971), task design refers to

the specification of contents, methods and relationship of
jobs in order to satisfy technological and organizational
requirements as well as the social and personal
requirements of the job holder.

From the article, it is concluded that Google is the leading

multinational technology company specializing in internet
related services and products which includes online
advertising technologies, search, cloud computing and
softwares.

The employee have reflected a high internal work

motivation, quality work performance and satisfaction with
work from the article.

Google has put a great emphasis on Core Jobs

Characteristics based on Job Characteristic Theory as

Core Job
Dimensions
Skill variety

Evidence from article

As the director of online sales and operations, Scott

was responsible for the sign-up, management,
optimization, and payments of AdSense partners.
Task Identity Google employees dont like to be told how to do
something this is seen as micromanaging. Most
employees would prefer to figure out the best way to
do something on their own. People would rather be
mentored than managed.
Task
Kim is a champion of new ideas, and she wants us all
Significant
to feel empowered to make changes even though we
are a small part of a much larger organization.
Autonomy
We are encouraged to offer up new ideas. The good
ones will survive and the bad ones will die, but nobody
gets in trouble for offering up ideas that dont
survive.
Feedback
By 2006, the company started hiring more managers
with experience, reducing the number of direct reports
per manager.

People Strategies

People Strategies
Plan

Strategy

Promotions

Promotions also happened twice a year, and most

employees needed to be in their positions for at least
a year to be promoted.

Recruitment &
Selection

Googles hiring philosophy is that they will do

whatever it takes to ensure that every single person
hired is an A player

Compensation

Google offered a base salary, bonus, stock options,

and an
extensive set of benefits and perks.

Benefits & Perks

Google offered top benefit packages as well as on-site

health and dental care. Google also provide free food
for breakfast, lunch, and dinner, free of use of
swimming pools and workout facilities.

Training &
Development
Alignment

Google provide management training program that

emphasized coaching and people development.
Ideas are most important in Google. Things get done
through a common mission, shared goals, and
personal
responsibility.

Organization Structure

Triumvirate
[trahy-uhm-ver-it, -vuhreyt]
aboardofthreeofficialsjoint
lyresponsibleforsometask
Organized by function
Flat organization
Organization structure
with few or no level of
middle management
between staff and
executives.
Loose Organization
Very nimble without
letting hierarchy,
organization structure,
titles and levels get in the
way of creativity and
execution.
People are self managed
and self-motivated at

Culture

Schein theory of Culture

The most visible symbols should not be seen as the only means of
interpreting culture, underlying basic assumptions and espoused
beliefs are fundamentally essential and having a good
understanding of a culture.
Organizational Culture exists simultaneously on 3 levels

Google Culture

Google encourage Googler to express themselves

Being yourself as a job requirement
Intellectual curiosity and diverse perspectives
Equal opportunity for Googlers
Google Award program
Google benefits (Free Meal, Free Health Check & etc.)
Work hard and play hard
Google programs and policies
Adoption Assistance
Day Care
Mother's Rooms
Maternal/Paternal Leave Program
Domestic Partnership Programs
Accommodation Policies for employee with disability
Transgender and Transitioning Workplace Support
Local expressions of each location in each offices region and personality.

Google Remain Googley

Google Unique Culture
1. Human Resources Management always testing to find ways to
optimize their people, both in terms of happiness and
performance.
2. Encourage on collegiality and break down barrier to rapid idea
development
3. Innovation Google encourages creativity and out-of-the-box
thinking.
4. Entrepreneurial Google encourages its employees to think and
act like an owner.
5. Teamwork Google takes pride in hiring of employees who exhibit
the Googley culture.
6. Employee-centric Google takes care of its people by providing
them with the flexibility and resources necessary to do their job
7. Engineering-centric Google inspires its engineers to continually
improve its search engine

Google Remain Googley Cont

8.

Google recruitment process - constant coaching, training

and people development are implemented to ensure
growth and inspiration for each employee.

9.

For the coaching, Google management employs a 360

degree feedback process to ensure that each employee is
evaluated by his partners and team members. This
feedback process allows the employee to become a future
manager and transformational leader.

10. Google ensures its culture in all its offices whether locally
or internationally, by hiring local employees to start its
offshore business. This way, the local employees are
already ingrained by the Google culture which they could
impart to the international employees or new hires.

Conclusion
1. From the analyses done, we conclude that the founders of Google
has laid down a strong fundamental principles when venturing in
the industry, parallel with notion devised by Peter Drucker: The
successful person places more attention on doing the right thing
rather than doing things right.
2. Strong internal culture and full top management supports has
brought Google as an outstanding world company which make
Google remains googley. This is evidenced by the continuous
growth and the high satisfaction of employee, as mentioned in the
case.

Keeping Google Googley

The End

Thank You

PRESENTED BY:
INDIRAN
(MBS141104)
CHONG KUEN SOON
(MBS141133)
MOHD. FAIZAL
(MBS141114)
CHIA WI PAEW
(MBS141106)
LEE YEW HOONG (MBS141102)