1.

Introduction
Google is a multinational, publicly-traded organization built around the company's hugely
popular search engine. Google's other enterprises include Internet analytics, cloud computing,
advertising technologies, and Web app, browser and operating system development. Google's
roots go back to 1995 when two graduate students, Sergey Brin and Larry Page, met at
Stanford University. In 1996, Brin and Page collaborated on a research project that was to
eventually become the Google search engine. BackRub, as it was called then (because of its
analysis of back links), stirred up interest in the university research community, but didn't
garner any offers from the major portal vendors. Those were early days in terms of mass
searching of the Internet; one of the CEOs who turned them away said that users don't really
care about search abilities. Undaunted, the founders scrounged up enough funding to get
started, and in September of 1998 began operations from a garage-based office in Menlo
Park, California. In December of that same year, PC Magazine listed Google as one of
its Top 100 Web Sites and Search Engines for 1998. Google was chosen for its resemblance
to the word googol -- a number consisting of a numeral one followed by a hundred zeroes --
as a reference to the vast amount of information in the world. Google's self-stated mission:
"to organize the world's information and make it universally accessible and useful." Google’s
policy is not just to offer our customers with products but also to provide them with the
technical support. They have their own training center, a basic service center for quick
diagnosis and a state of the art service center. Their technical team can also be contacted
round the clock. Google has several teams of highly skilled engineers, consultants and
experts for helping in integrating products. Technical expertise backed with tremendous
enthusiasm and spirit of improvement has enabled them to handle complex engineering
problems.

Google’s commitment to the highest standards of quality service is best demonstrated by

achieving ISO 27017 standard certification. ISO 27017 guidelines provide a comprehensive
model for proper quality management system, which significantly improves the business.
Google, is dedicated to move even beyond the requirements of ISO 27017 standards, in
pursuit of continual improvement of the overall performance and efficiency. In the first few
years of operation, Google's search engine competition included AltaVista, Yahoo, Excite
and Lycos. Within a few years, however, Google became so dominant that the name has
become a verb meaning to conduct a Web search; people are as likely to say they "Google"

1
some information as to say they searched for it. Google's founders have often stated that the
company is not serious about anything but search. They built a company around the idea that
work should be challenging and the challenge should be fun. To that end, Google's culture is
unlike any in corporate world, and it's not because of the ubiquitous lava lamps and large
rubber balls, or the fact that the company's chef used to cook for the Grateful Dead. In the
same way Google puts users first when it comes to online service, Google LLC puts
employees first when it comes to daily life in Googolplex headquarters. There is an emphasis
on team achievements and pride in individual accomplishments that contribute to the
company's overall success. Ideas are traded, tested and put into practice with an alacrity that
can be dizzying. Meetings that would take hours elsewhere are frequently little more than a
conversation in line for lunch and few walls separate those who write the code from those
who write the checks. This highly communicative environment fosters a productivity and
camaraderie fueled by the realization that millions of people rely on Google results. Give the
proper tools to a group of people who like to make a difference, and they will.

2
2. Company Overview
2.1 History

The Google company was officially launched in 1998 by Larry Page and Sergey Brin to

market Google Search, which has become the most used web-based search engine. Page and
Brin, students at Stanford University in California, developed a search algorithm at first
known as "BackRub" in 1996. The search engine soon proved successful and the expanding
company moved several times, finally settling at Mountain View in 2003. This marked a
phase of rapid growth, with the company making its initial public offering in 2004 and
quickly becoming one of the world's largest media companies. The company
launched Google News in 2002, Gmail in 2004, Google Maps in 2005, Google Chrome in
2008, and the social network known as Google+ in 2011, in addition to many other products.
In 2015, Google became the main subsidiary of the holding company Alphabet Inc.

The search engine went through numerous updates in attempts to combat search engine
optimization abuse, provide dynamic updating of results, and make the indexing system rapid
and flexible. Search results started to be personalized in 2005, and later Google Suggest auto
completion was introduced. From 2007, Universal Search provided all types of content, not
just text content, in search results.

3
Google has engaged in partnerships with NASA, AOL, Sun Microsystems, News
Corporation, Sky UK, and others. The company set up a charitable offshoot, Google.org, in
2005. Google was involved in a 2006 legal dispute in the US over a court order to disclose
URLs and search strings, and has been the subject of tax avoidance investigations in the UK.

The name "Google" was chosen from the word "googol," a mathematical term coined by
Milton Sirotta, nephew of American mathematician Edward Kasner, for the number
represented by 1 followed by 100 zeros. A googol, or google, represented a very large
number and reflected the company's mission to organize the immense, seemingly infinite,
amount of information available on the World Wide Web.

Unable to secure the financial support of the major portal players of the day, cofounders Page
and Brin decided to make a go of it on their own. They wrote a business plan, put their
graduate studies on hold, and searched for an investor. They first approached Andy
Bechtolsheim, founder of Sun Microsystems, and friend of a Stanford faculty member.
Impressed with their plans, Bechtolsheim wrote a check to Google Inc. for $100,000. The
check, however, preceded the incorporation of the company, which followed in 1998.

Shortly after its incorporation, Google Inc. opened its new headquarters in the garage of a
friend in Menlo Park, California. Their first employee was hired--Craig Silverstein, who later
became Google's Director of Technology. By this time, Google .com was answering 10,000
search queries a day. Articles about the new Web site with relevant search results appeared in
USA Today and Le Monde. In December, PC Magazine named Google to its list of Top 100
Web Sites and Search Engines for 1998.

With the number of queries growing to 500,000 a day, and the number of employees growing
to eight, Google moved its offices to University Avenue in Palo Alto in February 1999. With
interest in the company growing as well and Google's commitment to running its servers on
the Linux open source operating system, Google signed on with RedHat, its first commercial
customer.

By early June, Google had secured $25 million in equity funding from two leading venture
capital firms in Silicon Valley: Sequoia Capital and Kleiner PerkinsCaulfield & Buyers. Staff
members from the two investors joined Google's board of directors. Joining as new
employees were Omid Kordestani from Netscape, who became Google's Vice President of
Business Development and Sales; and UC Santa Barbara's Urs Hölzle, who became Google's
Vice President of Engineering.

4
2.2 Google’s Mission

Google’s corporate mission is “to organize the world’s information and make it
universally accessible and useful.” Ever since its beginnings, the company has focused on
developing its proprietary algorithms to maximize effectiveness in organizing online
information. Google continues to focus on ensuring people’s access to the information they
need. The company’s mission statement adheres to a utilitarian benefit that the business
provides to its users.

Google’s corporate mission statement is parallel to the company’s vision statement.

The mission statement has four variables namely, world’s

information, organization, universal accessibility, and usefulness. The company fulfills the
“world’s information” component by crawling websites. The company organizes the
information through its proprietary computer algorithms. Google also fulfills the “universal
accessibility” component of its corporate mission by offering its products worldwide. For
example, the company’s online search service, blogging platform (Blogger.com), and video-
sharing platform (subsidiary YouTube) are globally accessible. Such organizing of
information makes results useful to the individual user. Through personalization and analysis
of extensive databases, Google effectively follows its mission statement. This condition
makes the company effective in delivering value to online users, who are a major stakeholder
group identified in Google’s corporate social responsibility strategy and stakeholder
management.

5
2.3 Google’s Vision

Google’s corporate vision is “to provide access to the world’s information in one click.”
The company’s nature of business is a direct manifestation of this vision statement. For
example, Google’s most popular product is its search engine service. This product enables
people to easily access information from around the world. The company applies its vision
together with the mission statement to maintain dominance as an Internet technology,
software, and hardware business. 

Google’s corporate vision statement has three variables, namely, world’s

information, accessibility, and one click. The company fulfills the “world’s information”
component of the vision statement by indexing webpages and maintaining databases of the
resulting information. Google fulfills the “accessibility” component by offering its products
to everyone around the world. The “one click” component of the corporate vision refers to
easy access to information. The company fulfills this component by offering innovative
products, such as the easy-to-use Google Search. These products are specified in the product
mix of Google’s marketing mix or 4P and enable the business to maximize the accessibility
of its technical capabilities to benefit online users. Thus, the company effectively follows its
vision statement.

2.4 Corporate Slogan

"Don't be evil" was a motto used within Google's corporate code of conduct. Following
Google's corporate restructuring under the conglomerate Alphabet Inc. in October 2015,
Alphabet took "Do the right thing" as its motto, also forming the opening of its corporate
code of conduct. The original motto was retained in Google's code of conduct, now a
subsidiary of Alphabet. In April 2018, the motto was removed from the code of conduct's
preface and retained in its last sentence.

The evil talk is not only an albatross for Google, it obscures the substantial consumer benefits
from Google’s advertising model. Because we have forgotten the original context of
Google’s evil representations, the company should remind the public of the company’s
contribution to a revolution in search advertising, and highlight some overlooked benefits of
their model.

6
2.5 Why Google

2.5.1 Technical Support

Google’s policy is not just to offer customers with products but also to provide them with the
technical support. They have their own training center, a basic service center for quick
diagnosis and a state of the art service center. Their technical team can also be contacted
round the clock. Google has several teams of highly skilled engineers, consultants and
experts for helping in integrating apps and online services. Technical expertise backed with
tremendous enthusiasm and spirit of improvement has enabled them to handle complex
engineering problems.

2.5.2 Committed to Quality

Committed to significantly improving the lives of as many people as possible. Google is not a
conventional company. They do not intend to become one. Throughout Google’s evolution as
a privately held company, they have managed Google differently. They have also emphasized
an atmosphere of creativity and challenge, which has helped providing unbiased, accurate and
free access to information for those who rely on Google around the world.

Google is committed to supporting and continually improving the business operations to

fulfill the mission and achieve the key results. Google’s management system reflects their
values by promoting excellence and innovation so that they can achieve greater development
impact, ensure client and staff satisfaction, and promote growth.

Google’s QMS strengthens the quality of support that field offices receive from the home
office, helping them to improve and continually enhance the ability to achieve development
results and impact. Drawing from their own experiences in managing change and
implementing their Quality Management System (QMS), they better able to advise a wide
variety of organizations through their development work on obtaining and maintaining the
Search Engine and other products or just building a QMS for their businesses to improve and
streamline internal operations.

7
2.5.3 Principles

Google aspires to create technologies that solve important problems and help people in their
daily lives. They are optimistic about the incredible potential for AI and other advanced
technologies to empower people, widely benefit current and future generations, and work for
the common good. They believe that these technologies will promote innovation and further
their mission to organize the world’s information and make it universally accessible and
useful.

The company has always been steadfast in ensuring that its strategic plans are consistent with
the highest standards of corporate behavior. The company abides by a ‘Code of Business
Principles’ and the management ensures that it is communicated to, understood and observed
by every single employee. Google believes that this reputation is an asset, just as real as its
people and brand.

They recognize that these same technologies also raise important challenges that need to
address clearly, thoughtfully, and affirmatively. These principles set out their commitment to
develop technology responsibly and establish specific application areas that will not pursue.

Many technologies have multiple uses. They are working to limit potentially harmful or
abusive applications. As they develop and deploy new technologies, they will evaluate likely
uses in light of the following factors:

 Primary purpose and use: the primary purpose and likely use of a technology and
application, including how closely the solution is related to or adaptable to a harmful
use

 Nature and uniqueness: whether they are making available technology that is unique
or more generally available

 Scale: whether the use of this technology will have significant impact

 Nature of Google’s involvement: whether they are providing general-purpose tools,

integrating tools for customers, or developing custom solutions

Google believes these principles are the right foundation for the company and the future
development of new technologies. They acknowledge that this area is dynamic and evolving,

8
and they will approach the work with humility, a commitment to internal and external
engagement, and a willingness to adapt their approach as they learn over time.

3. The Function of Management (Planning & Organizing)

The functions of management uniquely describe managers' jobs. The most commonly cited
functions of management are planning, organizing, leading, and controlling, although some
identify additional functions. The functions of management define the process of
management as distinct from accounting, finance, marketing, and other business functions.
These functions provide a useful way of classifying information about management, and most
basic management texts since the 1950s have been organized around a functional framework.
There are five managerial functions (by the opinion of different author and specialists varies
from 5-7) around which are must to managerial knowledge. They are-

Planning

Key
Controlling Managment Organizing
Function

Leading

This is a cycle that will be executed again and again until the end of an organization and
management. The steps of planning and organizing will now be analyzed in the perspective
of Google.

9
3.1 Planning & Decision Making

In its simplest form, planning means setting an organization’s goals and deciding how best to
achieve them. Decision Making, a part of the planning process, involves selecting a course of
action from a set of alternatives.

Planning & Decision making help maintain managerial effectiveness by serving as guides for
future activities. Planning managerial functions where managers are required to establish
goals and state the ways and means by which these goals are to be attained. Therefore,
planning is taken as the foundation for future activities. Or in simple terms; planning is
deciding in advance what is to be done. Planning is the thinking of doing. Management every
time has to look for planning long-range and short-range future direction by estimating and
evaluating the future behavior of the relevant environment and by determining the
enterprise’s own desired role. Plans have two basic components: goals and action statements.
Goals represent an end state the targets and results that managers hope to achieve. Action
statements represent the means by which an organization goes ahead to attain its goals.
Planning is a deliberate and conscious work by means of which managers determine a future
course of action for attaining a specific goal. To a manager means planning is thinking about
what is to be done, who is going to do it, and how and when he will do it.

Planning also required thinking about past events and about future opportunities and
impending threats. Planning process finds the organizational strengths and weaknesses.

Decision-making is the process of identifying a set of feasible alternatives and choosing a

course of action from them. Decision-making is a part of planning. Decision-making is an
intermediate-sized set of activities which begins with an identifying problem and ends with
choice making or decision giving.

Management is the constantly influencing the organization’s action and decision making
process is central to doing it. In the decision-making process, a manager identifies a specific
situation and finds the threats and opportunities that it offers.

Then the manager must find the available alternatives to tackle the situation. This is where
planning comes in. By planning; manager finds these alternatives by testing and measuring
their effectiveness. They identify the pros and cons of each alternative.

10
After that, the managers must use their decision-making skills for selecting one path of
action. Decision making is the core of planning. Unless a decision has been made, a plan
cannot be implemented in the field. So we can say that planning and decision-making, both
are interrelated. Decisions can be made without planning but planning cannot be done
without making decisions. Planning can be defined as the process of selecting a future course
of action. Decision-making defined as the process of selecting a course of action from the
alternatives. They need to be accurate for the welfare of the organization.

In the world of management, planning is a very important function since it is the first of the
basic functions of management. It is often being thought that planning is the most
fundamental of the managerial functions since all other functions stem from the planning
function. Planning prepares organizations for tomorrow by assessing today what an
organization wants to accomplish and how it will go about achieving that goal.

One of the most common sets of activities in the management is planning. It is a preparatory
step. It is a systematic activity which determines when, how and who is going to perform a
specific job. It involves defining the organization’s goals, establishing strategies for
achieving those goals and developing plans to integrate and coordinate activities Planning is a
detailed program regarding future courses of action.

It is rightly said “Well plan is half done”. Therefore, planning takes into consideration
available & prospective human and physical resources of the organization so as to get
effective co-ordination, contribution & perfect adjustment. It is the basic management
function which includes formulation of one or more detailed plans to achieve optimum
balance of needs or demands with the available resources.

Google’s management system is a bit different from other organizations. Google thinks the
best way to achieve its organizational goals and policies in a manner which is both efficient
and effective and satisfy both its employees and customers.

Google’s motto in regard of management is “The best way to arrive at the beating heart of
great management is to have less of it”. This is the way Google works and the management
system is working fluently with the estimated results.

Now if we talk about Google, its management system is works differently. Let’s think about
the Android project of Google, where manager lets the employees and the groups decide what

11
to do and what not to do. The Google’s management gives freedom to its employees about
the work and their decision methods.

Primary purpose and use: the

primary purpose and likely use of a
technology and application,
including how closely the solution
To organize the world’s
Mission & Vision

is related to or adaptable to a
information and make it harmful use
universally accessible and Nature and uniqueness: whether

Principles
useful. they are making available
technology that is unique or more
generally available
To provide access to the Scale: whether the use of this
technology will have significant
world’s information in one impact
click. Nature of Google’s
involvement: whether they are
providing general-purpose tools,
integrating tools for customers, or
developing custom solutions

3.1.1 The Strategic Plan

The strategic plan generally involves planning at the top institutional level of an organization.
Strategic plans define the organization’s long-term vision and how the organization intends to
make its vision a reality. Strategic planning includes a high-level overview of the entire
business. It’s the foundational basis of the organization and will dictate long-term decisions.
The scope of strategic planning can be anywhere from the next two years to the next 10 years.
Important components of a strategic plan are vision, mission and values. The mission, vision
and values of Google is that-

 Mission- Google’s corporate mission is “to organize the world’s information and
make it universally accessible and useful.” To be an enduring company by creating
superior products for engineers, students, corporate, outdoor, and sports that are an
essential part of our customers’ lives.

12
  Vision- Google’s corporate vision is “to provide access to the world’s information
in one click.” To be the global leader in every market Google serve, and the products
will be sought after for their compelling design, superior quality, and best value.

 Values- The foundation of our culture is honesty, integrity, and respect for associates,
customers, and business partners. Each associate is fully committed to serving
customers and fellow associates through outstanding performance and accomplishing
what we say we will do.

3.1.2 Principles

Experience is everything at Google. It’s what sets Google apart from the rest. Whether we’re
dealing with a simple query or providing complete solution, we collaborate with our clients,
we share our expertise, we build trust, and create strong customer relationships; adding value
through our key brand attributes: knowledge sharing, a people first culture, global strength
combined with local flexibility, and operational excellence.

i. Google’s policy is not just to offer our customers with products but also to provide
them with the technical support.
ii. Google has several team of highly skilled engineers, consultants and experts for
helping in integrating products.
iii. Technical expertise backed with tremendous enthusiasm and spirit of improvement
has enabled them to handle complex engineering problems.
iv. The satisfaction of the customers and the success of the business to deliver the
industry’s best solutions, backed by comprehensive, long-term customer support.
v. The company has always been steadfast in ensuring the highest standards of corporate
behavior.
vi. The company abides by a ‘Code of Business Principles’
vii. Google believes that this reputation is an asset, just as real as its people and brand.

13
3.1.3 Analysis & Design

Google’s human resource management involves different strategies to address the workforce
needs of this diversified business organization. This diversification imposes significant
challenges to human resource managers of the company. Nonetheless, there are certain HRM
approaches that are generally applied to different areas of Google. For instance, in human
resource planning, Google’s HR managers focus on the effective use of forecast information
to minimize the surplus or shortage of employees, and to establish a balance between the
supply and demand for qualified employees. Google’s job analysis and design approaches are
also varied because of the different types of jobs in the different businesses of the company.

3.1.3.1 Google’s Human Resource Planning

 Forecasting. Human resource managers at Google use trend analysis and scenario
analysis for forecasting. Trend analysis is a quantitative technique that allows the
company to predict possible HR demand based on current conditions and changes in
the business. Scenario analysis is Google’s qualitative technique for forecasting HR
demand. Scenario analysis involves analyzing different combinations of variables to
predict HR demand for each resulting scenario. In this way, Google uses a
combination of quantitative and qualitative techniques for forecasting HR demand.

 Surplus & Shortage of Employees. Concerns about surplus or shortage of

employees at Google are mostly in the production processes, such as the manufacture
of Chrome cast and the provision of the Google Fiber Internet and cable television
service. In developing and providing web-based and software products, human
resource surplus and shortage are not a significant concern. For production processes,
Google’s human resource management identifies possible surpluses and shortages
through forecasting techniques. Thus, the company’s human resource planning
includes forecasted surpluses and shortages of human resources. Such information is
used for recruitment and scheduling.

 Balancing Supply and Demand. Google’s human resource management faces

minimal problems when it comes to balancing HR supply and demand. Even if
demand for web-based/software products and online advertising services increase,

14
 Google does not need to commensurately increase its human resources in these
business areas because of the digital nature of these products. Still, the company
needs to address HR supply and demand in other areas, such as the production and
distribution of consumer electronics like Nexus and Chrome cast. For these areas,
Google uses a flexible strategy where new employees are hired based on forecasts of
human resource needs.

The combination of Google’s HR management approaches for forecasting, identifying issues

with surplus and shortage of employees, and balancing of human resource supply and
demand effectively supports the human resource needs of the firm. Google uses conventional
methods and techniques together with advanced information systems to analyze human
resource data to support human resource management decisions.

3.1.3.2 Job Analysis and Design at Google

 Organizational Design: Google’s organizational design enables the company to

flexibly address human resource needs. The interconnections in the firm’s matrix
organizational structure allow human resource managers to easily identify cross-
linkages among different parts of the organization and use this information for the
processes of job analysis and design. Thus, Google’s organizational design facilitates
and optimizes human resource management activities, particularly in job analysis and
design.

 Methods of Job Analysis: Google uses a combination of worker-oriented job

analysis methods and work-oriented job analysis methods. However, the company
emphasizes the use of work-oriented job analysis methods in jobs like those in
research and development, as well as jobs in product design and manufacturing.
Google emphasizes the worker-oriented job analysis methods in jobs that require
significant interpersonal skills, such as human resource management positions.

 Job Description & Specification: Because of the large size of the organization,
Google has highly varied job descriptions and specifications. The job descriptions and
specifications for positions in product development, for instance, significantly differ
from the job descriptions and specifications for positions in human resource
management. Nonetheless, Google emphasizes certain characteristics in

15
 all employees, such as smartness and drive for excellence in all job positions
throughout the organization.

3.2 Organizing

Once a manager has set goals and developed a workable plan, the next management function
is to organize people and groups to carry out the plan. Specifically, organizing involves how
activities and resources are to be grouped.

The second principle function of management is to organize the workplace in a manner that
allows people and groups of people to work together to achieve the goals of the organization. 
To succeed on both the effectiveness and efficiency scales the organization must deploy
resources, both human and material, in a manner that aligns these resources to produce the
greatest possible outcome. One of the outcomes of organization is the concept of
organizational structure. Grouping people into departments, work units, or other operational
entities defines these interactions as does the hierarchy and leadership structure required to
help the organization reach its potential. Managers organize by bringing together physical,
human and financial resources to achieve objectives. They identify activities to be
accomplished, classify activities, assign activities to groups or individuals, create
responsibility and delegate authority. They then coordinate the relationships of responsibility
and authority.

Organizing is the function of management that involves developing an organizational

structure and allocating human resources to ensure the accomplishment of objectives. The
structure of the organization is the framework within which effort is coordinated. The
structure is usually represented by an organization chart, which provides a graphic
representation of the chain of command within an organization. Decisions made about the
structure of an organization are generally referred to as organizational design decisions.

Organizing also involves the design of individual jobs within the organization. Decisions
must be made about the duties and responsibilities of individual jobs, as well as the manner in
which the duties should be carried out. Decisions made about the nature of jobs within the
organization are generally called “job design” decisions.

Organizing at the level of the organization involves deciding how best to departmentalize, or
cluster, jobs into departments to coordinate effort effectively. There are many different ways

16
to departmentalize, including organizing by function, product, geography, or customer. Many
larger organizations use multiple methods of departmentalization.

Organizing at the level of a particular job involves how best to design individual jobs to most
effectively use human resources. Traditionally, job design was based on principles of division
of labor and specialization, which assumed that the more narrow the job content, the more
proficient the individual performing the job could become. However, experience has shown
that it is possible for jobs to become too narrow and specialized. For example, how would
you like to screw lids on jars one day after another, as you might have done many decades
ago if you worked in company that made and sold jellies and jams? When this happens,
negative outcomes result, including decreased job satisfaction and organizational
commitment, increased absenteeism, and turnover.

3.2.1 Structure

17
3.2.2 Leadership Style in the Organization

A leadership style is a style used by leaders when it comes to providing direction,

implementation of plans as well as motivating the people. Different leadership styles are
exhibited by leaders in companies but the exemplary leadership style exhibited by leaders in
Goggle Inc. is what has made the corporation grow to what it is today.

The paper will look at the leadership style that exemplifies Google Inc. and the added value
this style bring to the corporation. It will also look at the impact the leadership style have on
the overall image of the organization. The leadership style in United Airlines, named the
worst company to work for will be contrasted to the leadership style in Goggle Inc. it will
finally look at the kind of leadership style needed for the promotion of efficiency in an
organization and the contingencies that affect this outcome.

Leadership differs or varies man to man. Leadership works best when employee and
employer are works towards organizational goal. Google has its clear vision and planning
overall the organization and they go ahead with their goal to achieving this. The company’s
largest asset is its competent team of hands-on-managers and their dedicated employees. The
manager of the organization treats their subordinates with very friendly way and also plays
very important role to leading them effective way. The organization differentiates manager
leadership power in different sector. The entire organizational strategies are worked with to
achieve the company’s goal.

In Google Inc. there is creation of a relationship between the employees using a wide range
of leadership styles. Google Inc. has a clear vision and a strategy for its team as it takes an
interest in the lives of its employees and their careers.

18
3.2.2.1 Democratic leadership

Democratic leadership, also known as participative leadership or shared leadership, is a type

of leadership style in which members of the group take a more participative role in
the decision-making process. This type of leadership can apply to any organization, from
private businesses to schools to government.

Google uses this style to get the perfect result in productivity. In this leadership style
everyone is given the opportunity to participate, ideas are exchanged freely, and discussion is
encouraged. While the democratic process tends to focus on group equality and the free flow
of ideas, the leader of the group is still there to offer guidance and control. The democratic
leader is charged with deciding who is in the group and who gets to contribute to the
decisions that are made.

Researchers have found that the democratic leadership style is one of the most effective types
and leads to higher productivity, better contributions from group members, and increased
group morale.

19
3.2.2.2 Transactional leadership

Transformational leadership is a leadership style that can inspire positive changes in those

who follow. Transformational leaders are generally energetic, enthusiastic, and passionate.
Not only are these leaders concerned and involved in the process; they are also focused on
helping every member of the group succeed as well.

Through the strength of Google’s managerial divisions’ vision and personality,

transformational leaders are able to inspire followers to change expectations, perceptions,
and motivations to work towards common goals. Transformational leadership can be defined
based on the impact that it has on followers.

3.2.2.3 Motivating Employee

Motivation is the process that account for an individual’s willingness to exert high levels of
effort to reach organizational goals, conditioned by the effort’s ability to satisfy some
individual need. Motivation mostly needed when the workers are low in their effort or
performance. The simplest and most intuitive approach to motivation is to satisfy an
employee’s need. The management leader of the company motivates their employers giving
reward, special offer, promotion and many others ways like:

20
❖ They make most workers motivated as they always try to make the best result out of their
employees.

❖ They set a personal example to follow by their subordinates.

❖ The Company shows the employee’s future basing on their job regarding their
achievements and other staffs.

❖ Sometimes they offer outing beyond the job.

❖ Sometimes they give employee’s different incentive offer like- performance based
reward, task-based reward etc. For motivating the employer, they set the right job and well
environment for the employer.

❖ They also give the right to make effective decision for organization.

21
4. Conclusion

The Internet has reduced the cost and increased the speed of information transfer. This has
transformed the economic landscape, allowing new and exciting ways to generate revenue
that include and differ from traditional models. Through studying and contrasting several
management functions, we have examined the planning, organizing, controlling and leading.
In order to explain in more detail how organization work, we have looked at Google as a
unique business, because it has used elements of all of the models we studied throughout its
history.

Google started off by offering multiple aim to organize and make information accessible over
the internet just one click. Over time, this developed into an attention economy which gained
financial return from monetizing the traffic to its pages through a customized advertising
platform that tailors’ advertisements to viewers. By continuing to offer products and services
it uses a free economic model to create an online community of users who continually return
to the site to use Google's services.

By presenting simple explanations of the different strategy and applying them to the chosen
case study, we have outlined the principles and practices which sustain internet commerce by
Google in a way that is easy to follow and understand.

22
5. References

 Google Inc. (2014). Google Inc. Form 10-K, 2014.

 Hendry, C. (2012). Human resource management. Routledge.
 www.google.org
 En.wikipedia.org/wiki/history_of_Google
 About.google./intl/en/
 Searchio.techtarget.com/definition/Google-The-Company
 S. P. Robbins Timothy A. Judge and Seema; Organization Behavior, 13 th edition.
Preatic Hall
 Ricky W Griffin: Fundamental of Management, Millenium Edition, Houghton, Miffin
Company

23
24