Google Case

Google believes that high level of satisfaction in the work environment will lead to high quality of work and “Let’s work together” becomes their motto in creating a friendly work environment. According to Google, while not working, the employees pursue interests ranging from cycling, Frisbee, to foxtrot or in a weekly basis “TGIF”, there is a meeting whereby Googlers can ask questions directly to the CEO, Larry Page or Co-Founder, Sergey Brin about the company issues. The point offered by Google is giving a chance for their employees to learn and grow to the next level and these opportunities are offered to all employees. For instance, presentation skills (individual or team), business writing, executive speaking, and so forth which are totally provided to help the employees reach the full potential. (Scribd, 2012)

Most traditional corporations have top-down (hierarchical style of management) or can be said that it is necessary for employees to obey a manager his/her order. Yet, experienced managers who just joined Google find difficulties to operate in this corporation, because job titles in Google do not stand for power over subordinates yet ideas and power of persuasion. Scott Lederer, a former of Google user-experience designer who left the company in 2011 also emphasized that “They are not going to do something for you just because of your title. You really have to make your case.” (The Wall Street Journal, 2012)

Thus, in Google, new managers and executives are offered a special class whereby they are taught on how to exert influence in more subtle ways. Added by Karen May, Google’s vice president of leadership and talent; the practicalities to have the position power to decree or to dictate something is not necessary in a less hierarchical company.

Specific classes are offered based on employee’s work area (engineering vs. sales) and career stage (junior developer vs. senior manager) and it would assign promising young