AN ASSIGNMENT ON

ORGANIZATIONAL STRUCTRE

PREPARED BY:
QASIR BHATTI
FARHAN
SADIA
IQRA
FAKIHA
AQSA

DEPARTMENT: M.COM
INSTRUCTED BY:
PRO.UMAR ZIA
SUPERIOR UNIVERSTY OKARA

Google went public 10 years ago today, and since then has dramatically changed the way the
world accesses information. It has also helped shape the practice of management. Staying
true to its roots as an engineering-centric company, Google has stood out both for its early
skepticism of the value of managers as well as for its novel, often quantitative approaches to
management decisions. Along the way it became famous for its reliance on exceedingly
difficult interview questions later abandoned and its 20% time policy reportedly on
its way out.
In honor of the companys milestone, heres a reading list of some of the best things weve
published on the company since its founding in 1998 .

How Google manages

If you only read one piece, , on how Google sold its engineers on management. (You
can listen to Garvin interview Google manager Eric Clay berg in our podcast if youd prefer.)
Also from the Garvin piece, heres
The company faced a challenge in convincing its employees that management was actually
valuable. To do so, it had to come up with a brand of management all its own, centered
around people analytics, a quantitative approach to hiring and operations.
Earlier this year, Googles SVP of People Operations, Laszlo Bock, wrote about its latest
people analytics experiment. DNA is a longitudinal survey of Google employees on
everything from happiness to teamwork to office layout. Results will take years to collect, but
Bock offers a window into the companys quantitative approach to management and shares
some stats on work-life balance at Google.20% time From early on, Google employees were encouraged to
spend a significant portion of their time on interesting side projects, with the idea that some of these projects would
become new products. Both Gmail and Sense, the companys ad software for publishers, started out as 20%

both for being expensive and

for emphasizing ideas over execution. Writing last year, amid reports that the
company was ending the policy, Michael Schrage took a slightly different view,
arguing that 20% time is great for some employees but not for others. As for
deciding who gets it? He suggested letting the data decide, an approach Google
could no doubt get on board with.
time projects. But back in 2010, Chris Trimble criticized 20% time

How Google innovates

Bale Iyer and Tom Davenport attempted to reverse engineer Googles innovation
machine in 2008. The first step to innovating like Google, they argue, is patience.
Not just a long-term outlook, but the investment that goes with it to set up the
infrastructure technical and managerial that makes innovation possible. From
there, the authors offer advice including building innovation into job descriptions,
and trusting users to inform product strategy.

This emphasis on organizational structure comes up again in a 2014 piece by Linda

Hill, Greg Brandeau, Emily Truelove, and Kent Line back that looks at Google as an
example of innovating continually over time. Key traits of innovative organizations
like Google include the ability to learn from experiments and to combine disparate
and even opposing ideas.
In 2011, Rita McGrath echoed another one of Iver and Davenports points: the
importance of failure. In her post, McGrath recaps 11 product failures by Google
over the years to emphasize the importance of taking such risks.
Another look at part of Googles innovation strategy comes from a 2013 piece on
DARPA, the government research agency. The authors are ex-DARPA leaders now
running an innovation group at Motorola Mobility, which Google acquired in
2012. At DARPA and now at Google, the authors are focused on the rare form of

innovation described below as Pasteurs quadrant that simultaneously

expands scientific knowledge and seeks to meet a specified societal need.

What Google could do better

Not everyone is so enthused. In 2011, Joshua Gins used Google+ to argue that the
company was now playing catch-up in key areas. In 2008, Scott Anthony surveyed
Googles innovation track record and concluded that its new products mostly hadnt
delivered results, and therefore Google was still fundamentally a search advertising
company.

Eric Schmidt and adult supervision

Another management legacy associated with Google is the idea of bringing in an

older executive to rein in young founders. Google wasnt the first example (see:
Apple) but the meme is closely linked to former CEO Eric Schmidts role at the
company. In 2011,Julia Kirby argued that such arrangements will increasingly
become common, while Michael Schrage made the case that they emphasize the
wrong things about running a business.
Schmidt himself recounted part of his experience at Google in a 2010 article, which
describes at length the companys quirky Dutch auction IPO. And when he
eventually left the CEO role, HBR editor-in-chief Adie Ignatius recalled past
interviews with the founders as evidence of the inevitability of his departure.

 Business in the age of Google

Google hasnt just changed management by virtue of its own practices. Its very
existence has dramatically changed the way lots of companies do business. A
2009 piece by Andrei Hagiu and David Yoffie asks Whats Your Google
Strategy?, and describes tactics firms can use to succeed in an online world
dominated by powerful platforms.

Glass, and where Google goes next

Lately, lots of talk about the companys future has revolved around Google Glass.
James Wilson explained last year why he doesnt think Glass is the future of
wearable. Earlier this year, Michael Schrage used Glass as a case study of how not
to roll out an innovative new product. And I wrote about the tension between
Googles core strategy as a consumer technology company, and Glasss potential as
an enterprise product.
Thats just a sampling. A look through our archive confirms the outsized role that
Google has played in defining what an innovative company looks like. More has been
written about the firm than anyone has time to read, but thanks to the companys
eponymous search engine its all easy to find.