Google Case Study

Google’s Culture and Perception of Managers

Google has had a culture in which good ideas are celebrated, authority is derived from peer respect, and encourages a very free and creative environment. Reason being, this type of environment allows employees to feel comfortable sharing ideas and opinions. Seeing how Google is constantly looking for new ways to innovate, create new products or add to existing inventions.

Until recently, Google had taken a primarily hands-off approach to managing human resources, because they believed that by hiring the smartest people they can find, they wouldn’t need to interrupt their creativity, (Garvin, Wagonfeld, & Kind, 2014). In addition, Google's leaders made the assumption that such highly intelligent, self-motivated individuals, particularly engineers, prefer to be left alone. After all, they are talented problem solvers, and employers should stay out of the way.

Evaluation of PiLab

In evaluating the steps demonstrated by PiLab after they had began analyzing performance reviews, feedback surveys and nominations for top-manager awards they had the ability to clearly identify the characteristics of effective managers at Google, (Garvin, Wagonfeld, & Kind, 2014). The research found that not only are managers a critical component to a corporate structure, but that good managers increased job satisfaction, retention and employment within their groups and the organization as a whole. That realization opened an entirely new pathway for research at Google.

Thus, the company identified eight key behaviors that were common among the high-scoring managers, (Garvin, Wagonfeld, & Kind, 2014). These include developing and motivating direct reports, communicating strategy and eliminating roadblocks, "all vital activities that people tend to overlook in the press of their day-to-day responsibilities.”

The descriptions of the eight behaviors were then incorporated into tailored training programs for managers to improve...