Google's Project Oxygen: Do Managers Matter? Today Google is irrefutably one of the most buoyant, stimulating and hence possibly most sought-after corporations in the world. The organization is rated as one of the best on account of its performance as an enormously coveted employer and all of this emanates from the carefully developed and assiduously followed 'Google culture'. In addition, the corporate culture is linked to elevating and inspiring the thinking as well as the creativity of its employees with the programs set for the avant-gardists in the company. For quite some time since its inception, Google as a company, together with its founders questioned whether managers matter and whether they had any significance on the performance and productivity of the company. The company's organizational culture is a flat organization where it does not focus or concentrate on hierarchy and it encourages a philosophy of cooperation and joint effort. However, the results of the internal program Project Oxygen, to assert the insignificance of managers gave results to contrary to such a notion. This is the fact that Project Oxygen not only offered Googlers the conviction that mangers still mattered but at the same time also acknowledged, defined and entrenched their most important behaviors. Project Oxygen, a project undertaken for quite a number of years came up with findings that provided eight key behaviors for managers that are up until now being nurtured and refined through training and communication.

Introduction

Google is one of the most successful and revered companies in the contemporary times across the globe. This is attributed to the innovative projects undertaken by the company continually towards self-assessment through which it can offer its innovative products. In tune with its thrust on analyzing set norms, Google initiated and engaged in Project Oxygen in the year 2009, which is assessed and discussed expansively in this paper. From the initial days of the company, one aspect that was largely queried was the value of managers and whether they mattered. The company was formed and built by engineers for engineers. Considering this, it is imperative to note that a great deal of engineers devote their time planning and debugging, not interconnecting with managers or overseeing other employees' progress. A number of years after the company's inception, Page and Brin, the founders of the company, questioned whether the company needed managers at all. Consequently, in the year 2002, the leaders of the company experimented by employing a total flat organization and getting rid of managers. However, this particular trial lasted just a few months. With the growth and advancement of the corporation, the founders realized that managers played a great part and provided immense contribution in significant ways and manners (Shanmugam, 2013).

This particular paper will discuss the challenge that Google tackled in this case study and that is whether managers matter. A great aspect to consider is how Google as a company can function and operate effectively if the high skilled personnel employed by it do not value the managers. More so, how does the company convert the doubting individuals and thereafter convince them to spend time supervising and managing others. Google started to examine its conventions regarding management's qualities and then made its case. Project Oxygen, a project undertaken for quite a number of years came up with findings that provided eight key behaviors for managers that are up until now being nurtured and refined through training and communication. As is seen in the case study, by the end of 2012, Google had revealed statistically significant enhancements in numerous areas of managerial efficacy evidently demonstrating that managers matter a lot to the organization.

Google Culture

On its establishment, the founders of Google, Page and Brin, instituted an informal culture. Google is undeniably the most exciting and vibrant corporations in the present world today. The organization is contemporarily ranked as one of the best owing to its performance as an extremely sought-after employer and all of this is concomitant to the Google's corporate culture. In addition, the corporate culture is linked to elevating and inspiring the thinking as well as the creativity of its employees with the programs set for the avant-gardists in the company (Google, 2010).

The workforce structure of Google is deemed effective and efficient. Considering the founders of the company are young and vibrant, they have instituted an employee structure that hardly has any formal chain of command. As opposed to formal establishments, the founders prefer an open door structure whereby each...

In addition, the business has inculcated an outstanding feature that fuses with the team structure used by Google is that all the tasks are undertaken in projects. The frontrunner of every project changes periodically and every individual gets to become a leader at some point. In every task undertaken, it is expected that every individual interacts and collaborates with the team members as well as bringing his or her individual strengths (Scott, 2008).
More so, employees in Google enjoy complete freedom of forming the course of work that is undertaken within the tasks. Every team that is formed is responsible for their own task and organization. The sort of slogan that is put in place in Google is 'fix what is wrong'. This gives the whole institution a way of solving a problem as one. The engineers in Google have a system called the 20% program. This means that they get to dedicate 20% of the overall work hours on tasks and projects that they are only interested in. This system has proven effective as it minimizes the level of stress and promotes creative thinking (Hierling, Yeh, Tai & Yu, 2007).

Employees also consider the institution to be splendid because of the laid back attitude and feeling in the working environment the company offers. They get to wear casually when they get to work, and appearance does not matter but hard work and passion does. Moreover, all the employees have the option of owning part of the company. Every employee is given stock options, which in turn, make every individual and their share of work a part of Google (Weber, 2007).

Characters of People who Work at Google

Most of the employees in Google are engineers. As stated by Eric Flatt who is a software engineer at the company, "We are a company built by engineers for engineers" (Garvin et al., 2013: 2). In addition, as a company, Google sets high standards for recruitment to make sure that they employ personnel who have the utmost talent level. The company evaluates and appraises resumes seeking out key aspects that indicate that the employee might do well for the company (integrity) in addition to displaying high intellectual capacity (Garvin et al., 2013: 2). Google specifically seeks personnel who offer great contribution and input to the human capital of the company. In definition, human capital encompasses the experience, talents, abilities, and values of the personnel. What is more, as mentioned in the case study, the company looks for four aspects from individuals during the interviewing period and this includes knowledge and understanding linked to a role, leadership, the manner in which one thinks and importance of being a part of Google. The company has young, hard workers who yearn for autonomy in their work in addition to being diligent, determined and perfectionist individuals (Garvin et al., 2013: 3). Google has created a culture where conceptualization and imaginations are respected and appreciated and in which authority is resultant from peer admiration. According to Zemsky (n.d), this sort of respect is referred to as referent power. The aforementioned influence and authority is centered upon acknowledgement with appeal to, or veneration for the manager or leader. In addition, the company employs individuals who are intelligent and steadfast in their beliefs; they prefer capability to work experience. The established organizational culture at Google inspires a work setting that is not only inventive but also free that permits the workers to share concepts and views without inhibition.

Google operates a flat organizational structure. In definition, this structure does not focus or concentrate on hierarchy and it encourages a philosophy of cooperation and joint effort. Wirthman (2014) opines that flat structures are most effective and function properly when a corporation's key aspect of operation is innovation and novelty. Google fits this definition right from its inception that continues to this day. .Novelty takes into consideration what is preferred by the consumers, what is deemed feasible in the market and what is conceivable with the technology that is available. In order to continue existing and remain relevant in the industry, it is imperative for a company to be innovative that Google has effectively undertaken.

The company is consistently seeking out new ways and means to be inventive, generate new products and services on the internet, and also make it possible for end users or the consumers to experience a faster, smoother search engine. For this reason, Google hires creative personnel because they inspire an innovative and fresh work setting. In addition, the…