Google has a cross-functional matrix organizational structure that is flat and team-oriented. It follows an organic structure with low work specialization, wide spans of control, and decentralization. Google's leadership style is people-centric and focuses on clear feedback, helping employees through questions rather than directives. Leaders are evaluated on behaviors like being even-keeled and making time for employees. Google's culture emphasizes focus on users, innovation, hiring smart and humble employees, and individual freedom balanced with universal rules. It values ambition, cooperation, ethics like "don't be evil", and making decisions based on data.

1. Google’s Management And Leadership
Style
Group 5
Maryam Farooq
Umair Bin Yousaf
Salman Yahya
Presented to: Dr. Sam Hazra
Course: Advance Management
School of International Education
Dongbei University of Finance and
Economics
1

2. OUTLINE
 Introduction
 Vision and Mission
 Google Philosophy
 Products
 Organization Structure
 Cross Functional Matrix Structure
 Work Specialization
 Span of Control
 Centralization
 Organic Organization
 Leadership Style
 Eight Good Habits of Leaders
 Leadership Traits
 Transactional vs Transformational Leaders
 Microsoft Leadership Style
 Management practices and Organization Culture
 Management Principles Followed by Google
 Focus
 Ambition
 Cooperation and collaboration
 Ethics
 Recommendations
2

3. INTRODUCTION:
Why Google Came into Being.
 Prioritize website indexing democratically
BackRub to GOOGLE
Angel Investor “Andy Bechtolsheim”
1998, Google came into Being
IPO in August 19, 2004
Meanings of the Word “Google”
 1 and one hundred thousand 0s
3

4. MISSION AND VISION
The Vision
To make search engines so powerful they would understand "everything in
the world".
The Mission
To organize the world's information and make it universally accessible and
useful.
The Focus
Google continues to focus on innovation and on the user experience.
4

5. PHILOSOPHY OF GOOGLE
1. Focus on the user and all else will follow.
2. It's best to do one thing, and do it well.
3. Fast is better than slow.
4. Democracy on the web works.
5. You don't need to be at your desk to need an answer.
6. You can make money without doing evil.
7. There's always more information out there.
8. The need for information crosses all borders.
9. You can be serious without a suit.
10. Great just isn't good enough.
5

6. PRODUCTS
6

7. Google’s Structure
Google has a cross-functional organizational structure, which is technically a
matrix corporate structure with a considerable degree of flatness. This flatness is
a defining structural feature that supports the company’s growth and
competitiveness. The main characteristics of Google’s corporate structure are :
 Function-based definition
 Product-based definition
 Flatness
 Teams
7
Product Based
Definition
Pixel Devices
Information
Technology
Internet
Services
Function Based
Definition
Sales Operations
Engineering and
Design
Product
Management
Group
Matrix
Structure
1
2
1 2
Page:290 Management by Stephan P Robbins 11th edition

8. 8
Low Work Specialization
Wider Span of Control
 The Rule of Seven at Google
More Decentralization
Less Formalization
Organic Organization
 Google’s Structure is similar to
Organic
Google’s Structure Conti..
(Page:272-274 Management by Stephan P Robbins 11th
edition)

9. I am more afraid of an army of 100 sheeps led by a lion than an army of 100 lions led by a sheep.
(Talleyrand)
Leadership Style at Google
Project Oxygen:
 Analyzed more than 10,000 observations about
managers across more than 100 variables.
 Michelle Donovan and Prasad Setty were closely
involved in it.
 “We want to understand what works at Google
rather than what worked in any other organization”
says Setty.
 Result
 Clearly what employees value most is even-
keeled bosses who make time for one-on-one
meetings, who provide clear feedback, who help
people puzzle through problems by asking
questions, not dictating answers, and who take
an interest in employees lives and careers. How
Michelle Donovan and
Prasad Shetty at Googl’s
HR Office
9

10. 10
 Eight Good Behaviors of
Leaders at Google
 Each Manager is evaluated
on eight leadership
principles.
 360 Feedback
Leadership Style at Google
Eight Good Behaviors of Leaders at
Google
(Page:64 Google’s Model for innovation by
Annika Steiber)

11. 11
 Leadership Traits at Google according to Big Five Personality Model
● Extraversion Leaders at Google are Extroverts which means they are Gregarious, assertive and Sociable
● Agreeableness Leaders at Google are cooperative, warm and Trusting
● Conscientiousness Gogglers are responsible, organized, dependable, and persistent. So they score high on
conscientiousness
● Emotional stability Leaders at Google are calm, self-confident, and secure. So, they score high on emotional Stability.
● Openness to experience As Google is the world's most innovative organization , so employees in general and leaders
in specific score high on this dimension.
 Google's Leadership style according to Behavioral Theories
• Employee oriented leader vrs. Production oriented leader
Leaders at Google take personal interest in the needs of employees, and accepts individual differences among
members
 Google's Leadership style according to Contemporary Theories
 Transactional leaders: Leaders at Google are transactional as they guide their followers toward established goals by
clarifying role and task requirements.
 Transformational Leaders: Leaders at Google are transformational as they pay attention to the concerns and needs of
individual followers and they excite and inspire followers to put out extra effort to achieve group goals.
Leadership Style at Google
Conti….

12. 12
Leadership Style at Microsoft
According to Satya Nadala, The CEO of Microsoft, Three Leadership Styles are Being
Followed in Microsoft:
Servant Leadership
leaders should be serving their employees’ interests rather than employees existing just to
fulfill their leaders’ requirements. Servant leadership boosts workplace culture by
diminishing the “us versus them” mentality, building trust, and placing the focus on the
people who make or break a company: the front-line employees.
Positive Leadership
Positive leaders and companies effectively motivate their employees to go above and
beyond through affirmative outcomes. Forget about failures.
Humble Leadership
Humble leadership promotes the idea that conversations between leaders and employees
must be two-way and that both parties must respect one another as equals. Through
authentic inquiry, humble leaders bring everyone into the fold to solve complex problems
and nurture relationships based on trust and compassion.

13. MANAGEMENT PRINCIPLES
FOLLOWED BY GOOGLE
Dynamic capabilities: The company’s ability to integrate, develop, and
reconfigure internal and external competencies in order to meet rapidly
changing surroundings
A continuously changing organization: If you delay taking action until problems
arise, you will act too late. Instead of waiting and springing into action after
needs become pressing, a company should ensure that its organization is
permeated with a proactive approach to change
A people-centric approach: One fundamental principle found in companies with
continuous Innovation Capabilities is that they are people-centric, focusing on
the individual and liberating his or her innovative power.
An ambidextrous organization: Continuous innovation must combine two
different forms of organizational logic within the same organization. These are
daily production, which works best with a conventional planning-and-control
approach, and innovation, which requires greater freedom, flexibility, and a
more open attitude toward experimentation.
An open organization that networks with its surroundings: A company can be
more or less open to integration with its surroundings. Long-term survival
requires that companies develop into more open networking systems 13

14. • Google Philosophy
• Google Structure
• Google Leadership Style
• Google Management Practices
Culture
14

15. WHAT IS
ORGANIZATION
CULTURE?
Company cultures govern employee
expectations and the way members of an
organization relate to one another, to
other parts of the company, and to
outside parties, such as suppliers and
customers, as well as to the society in
which the company functions.
15

16. Google
Organization
Culture
Focus
Ambition
Cooperation and
Collaboration
Ethics
16
Broader View of Google Culture
Source :Steiber, A. (2014). The Google model: Managing continuous
innovation in a rapidly changing world. Springer Science & Business
Media

17. 17
Detailed View of Google Culture
Source :Steiber, A. (2014). The Google model: Managing continuous
innovation in a rapidly changing world. Springer Science & Business
Media

18. FOCUS
1. Organizing the world’s information: The mission of organizing the world’s
information acts as a mantra and an overarching goal for all the employees. A
shared vision concept (Senge 1990)
2. Hiring the right people: Recruitment is seen as a strategically crucial process
at Google. Incredibly smart, yet nevertheless humble, open and generous
about knowledge sharing
3. Focus on Innovation And Users: Innovation is a key component of Google’s
culture and something that must be systematically managed and improved.
products are designed to make people’s lives better
4. Giving Each Employee Ample Space For Independence: Managers lead their
areas in their own ways. Individual freedom and respect, A necessary
condition for this freedom is the existence of universally accepted “rules of
the game.”
5. The 70–20–10 Rule: at Google employees focus 70% on big core, 20% on
areas related to core, and 10% on very different things.” The message is thus
to concentrate on what the company considers its core but to devote some
time to other matters that may (but need not) be linked to the core
18

19. AMBITION
1. Think Big: It is important for Google to solve the problems that are important for the
world. To think big, to think Global, benefiting large groups of people
2. Continuous Change: Google’s philosophy means never resting on one’s laurels and
simply enjoying prior successes. The company continuously works with development
and strives to reinvent itself.
3. Developing The Business Model Over Time: Employees who develop something
radically new are given support by the company culture to concentrate on their project
4. The 20 % Rule: to use 20 % of their time to develop their own or someone else’s idea to
the point where it can be presented as a concept or a prototype. Several well-known
products began as 20 % ideas, among them Gmail and Google News.
5. A Creative Environment: first impression at Google offices of bright colors, airiness,
toys, and technology items all mixed together with restaurants serving international
cuisine—for free.
6. Data Driven Decisions: Every decision that can be based on data should be based on
data.
7. An International And Diversified Company: they strive to create an international and
diversified pool of employees in order to promote a high level of creativity
19

20. COOPERATION AND
COLLABORATION
1. Openness And Trust: Google leaders maintain an open door policy and are readily
available to those who need to contact them. If any employee needs any type of
information, others are ready to provide it, preferably without any delay.
2. Fast And Scalable: Google brings products to the market by working as FAST as
possible. It is important to be fast, but it is also important to launch scalable products,
Product Development process
3. Risk Taking And Passion: Google has a culture that allows people to take risks, passion
for the work, for the users, and for making a real difference.
4. Humble And Scrappy: Employees of Google are expected to be humble with their
colleagues, employees, and outside business partners. In addition to being humble,
employees are expected to be scrappy
5. Self Organization And Fairness: Every employee is expected to be able to lead, take
initiative, require little support from his or her manager, succeed in contacting others
and developing cooperation and collaboration with them, and undertake rather
important tasks from the very beginning.
6. Employees are evaluated on a regular basis with respect to their ability to perform and
take new initiatives.
20

21. ETHICS
1. Don’t be evil: The search engine should be free of advertising,
objective, and immune from tampering with by people whose
intentions do not accord with Google’s values. Ethics are also
considered in recruiting process To ensure that employees’
personal values comport with those of Google
2. Do good for society: Can be interpreted as a desire to contribute to
improving the quality of peoples’ life in the world. Google’s
entrepreneurial initiatives benefiting children, the poor, the
disabled, victims of catastrophes, and the environment.
21

22. RECOMMENDATION
 Tapping into China
 To be more careful in product development process
The spirit of “don’t be evil” must be followed more rigorously
 Google's PageRank algorithms
 Adoption of servant leadership style
22

23. REFERENCES
1. Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory & time-paced evolution in relentlessly
shifting organizations. Administrative Science Quarterly, 42(1), 1–34.
2. Senge, P. M. (1990). The art and practice of the learning organization.
3. Surowiecki, J. (2005). The wisdom of crowds. Anchor.
4. Katzenbach, J. R., & Smith, D. K. (2005). The discipline of teams. Harvard Business Review, 83(7), 162.
5. Steiber, A. (2014). The Google model: Managing continuous innovation in a rapidly changing world. Springer Science & Business Media
6. Steiber, A., & Ala¨nge, S. (2013a). The formation and growth of Google: A firm level triple helix perspective. Social Science Information, 52(4),
575–604.
7. Steiber, A., & Ala¨nge, S. (2013b). A corporate system for continuous innovation: The case of Google Inc. European Journal of Innovation
Management, 16(2), 243–264.
8. Porter, M. (1996). What is strategy? Harvard Business Review, 74, 65.
9. https://www.google.com/about/philosophy.html
10. https://ads.google.com/intl/en_us/home/how-it-works/
11. https://googleblog.blogspot.com/
12. https://abc.xyz/investor/
13. Annika Steiber & Sverker Alänge (2013) Do TQM principles need to change? Learning from a comparison to Google Inc., Total Quality
Management & Business Excellence, 24:1-2, 48-61 Book:Management by Stephen P. Robbins 10th edition Organizational Behavior By
Stephen P. Robbins, Timothy A. Judge 15th edition
14. http://panmore.com/google-organizational-structure-organizational-culture
15. https://www.hrzone.com/hr-glossary/what-is-a-boundaryless-organization
16. https://ideas.bkconnection.com/3-leadership-styles-to-build-a-thriving-workplace-culture
23

24. 24