Consequently, a major concern has been on how to lead product development teams to ensure that the organization remains profitable, amid the sporadic product changes from time to time. In fact, different organizational situations require the deployment of different leadership styles. Veysel identifies transactional and transformational leadership as important leadership techniques for organizations such as Google among other businesses that are going through continuous change.
Leaders act vision carriers in an organization. They also strategize on how to achieve visions through people. Hence, some organizations perform better compared to others, depending on their capacity to adopt leadership styles that meet the demands of the emerging situations, especially during change.
Kouzes and Lewis assert that the ability to lead can be achieved through experience and the sharing of knowledge that is acquired with time. This claim opposes the arguments developed by the trait leadership theory that holds that leaders are born, but not created. Google Company encourages knowledge sharing by freely allowing employees to convene at selected meeting points within the organization at any time they wish.
This strategy permits knowledge and experience sharing. To this extent, trait leadership is not applicable to Google. Ng, Ang, and Chan reckon that trait leadership hypothesis suffers from reliability and validity issues since not all people who possess qualities of effective leadership identified by the theory make great leaders. The demerits of deploying the trait leadership school of thought to explain organizational leadership led to the emergence of other leading schools of thought such as contingency leadership theories.
Contingency leadership theories focus on particular factors that define an environment in terms of determining an effective leadership style.
Peretomode provides examples of contingency theories of leadership such as the theory of effective leadership advanced by Fielder, strategic contingency theory, and cognitive resource theory. Transformational and transactional leadership styles are important in an organization under different circumstances.
Transformational leaders have the capacity to set visions and inspirations that are necessary for the followers. Transformational leaders have skills for adequate and effective communication of success strategies and vision to all employees. Communication is essential in the endeavor to create good relationships.
Google is highly cognizant of circumstances that contribute to employee ineffectiveness. In fact, at Google Company, employee innovation and creativity is critical in driving organizational competitive advantage by helping in creating new products and services. Organizational structure defines directions of the flow of command.
The Guardian , Para. Employees become more entrepreneurial in their work. Smithson , Para. The company does not deploy conventional organizational structure, which is essentially hierarchical in nature. It focuses on enhancing social links between employees and the leadership. Smithson argues that the theory indicates that when an organization establishes a strong alignment between its structure and its culture, chances of success increase.
Such a benefit is evident in the case of Google Company. The company experiences a continuous expansion of its product lines, which are accompanied by business prosperity.
Smithson asserts that the company possesses a cross-functional structure. Hence, its structure is functional-based, product-based, and has a perspective of monotony. It groups its employees based on their functional responsibilities.
Typical functional divisions of the company include sales, marketing, and software engineering design. It also groups employees based on products that they are in charge of developing and managing. For example, it has a group in charge of Nexus devices. Another group is in charge of the fiber business. The data contained five specific aspects of workplace culture that most accurately represent how those organizations treat their employees.
These included employment quality, health and safety, training and development, diversity and human rights and labor laws. What did the analysis find? Well, for starters, the number of companies that could be regarded as great places to work is relatively small. For instance, just While these are perhaps the gold standard of workplaces, the remainder did appear to cover some of the bases.
Perhaps more importantly, however, this seemed to make a difference to their profitability. When the researchers controlled for various factors, including the age of the company, its debt levels, and even the rate of GDP growth in their home country, they were able to determine that treating employees well clearly paid off.
They found that companies with a higher score for employee friendliness EF achieved better returns on assets and equity than their peers with lower employee-friendliness ratings. For instance, in a number of European countries, laws were brought in requiring more lenient parental leave, which can be viewed as a proxy for improving the employee-friendliness of the workplace.
They say that the implementation of these new laws did indeed have a positive financial impact on firms, especially if they had relatively poor parental leave policies prior to the new regulations coming into force. While some of the engineers have standing desks, a few others additionally have attached treadmills that enable them to walk while working. To create the perfect workspaces, everything from ceilings and floors to the impact of different colors of paint are analyzed.
The truth is that not only does work get done but, Googlers usually surpass management expectations for delivering brilliant work. In the first place, Google is very choosing when it comes to the people it hires.
The organization intentionally employs ambitious people with established track records of elevated achievement. In addition, Google is able to make sure that its employees do not get carried away with all the perks and fun by way of a two-year deadline that it institutes on every project. At the close of each week, Googlers are reminded of their being 1 percent nearer to the deadline. With Google having such a distinctly and exceptionally employee-friendly workplace environment, Googlers usually feel like arriving for work and performing their responsibilities industriously.
The organization knows well that great ideas cannot be forced. Strategies such as accidental meetings between creative people and engineers, the freedom to explore, tailored work stations to help them feel more relaxed and a heavy dose of independent time are all fuel for the creative process and ultimately, for more innovative products. All one can do is hope to be lucky by hard work and trying to be in the right place.
Google organizes its entire firm to support and cultivate unplanned entrepreneurship and innovation. The result of this entrepreneurial environment that enables engineers to practically run rampant, is increased productivity.
Google employees test their different business models and there are hundreds of them. Google owns those projects and has the potential to decide which projects to scale. So this means, less risk for Google in terms of failed projects. As of June , Gmail was the most extensively used email provider, with its number of active global users exceeding million. This project was initiated by a Google developer by the name of Paul Buchheit.
When asked to create a kind of email or personalization product, he came up with the initial version of Gmail within a single day, reusing the code from Google Groups. Paul Buccheit had already investigated the concept of web-based email in the s, when he was a college student and engaged with a personal email software project. That was before the launch of Hotmail. Gmail was introduced to the public in The result was Google Suggest.
What if you did it for search? The product was introduced to the public in December E-mail is already registered on the site. Please use the Login form or enter another.
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