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Case study of google
- 1. A Case Study of Google assignmenthelpsolutions.com
- 2. Leadership style of Google Transformational Leadership Style Participative Leadership Style
- 3. Transformational Leadership Style • Google had managed to pass one of its inconceivable press release in its Web 2.0 era. • Introducing the creative techniques like Google Wave as the real collaboration tools. • According to Lazonick and Tulum (2011), 10% of the employee devotion needs to be enforced on the new
- 4. Transformational Leadership Style Kagermann et al. 2010, pp. 15
- 5. Benefits of Transformational Leadership Style • Google high follow the rule of 70/20/10 • The employees are highly expected to employ 70% of dedication to each of working days • 10% of the employee devotion needs to be enforced on the new or the creative thoughts for the existing or the upcoming new projects
- 6. Participative Leadership Style • Employees had been given the option to pass on the creative statements • The employees are instructed to scrutinise on indifferent business models • The entire combination had been passed on to the project department for a thorough evaluation
- 8. • Enhanced the satisfaction rate of the internal members • Increase the professional expertise • Attaining greater project success Participative Leadership Style
- 9. • Lazonick, W., and Tulum, Ö. (2011). US biopharmaceutical finance and the sustainability of the biotech business model. Research Policy, 40(9), pp. 1170–1187. • Kagermann, H., Osterle, H., Jordan, J. M., and Osterl.., H. (2010). ‘Business model innovation and IT’, Motivational Interviewing: Training, Research, Implementation, Practice, 1(2), pp. 15. • Lowood, H. (2007) ‘Google and the myth of universal knowledge (review)’, Technology and Culture, 49(1), pp. 298–300. References
Notas del editor
- Kagermann et al. (2010) asserted that Google had managed to pass one of its inconceivable press release in its Web 2.0 era. The authority had planned to introduce the creative techniques like Google Wave as the real collaboration tools. The Google tool had been the constructive tools; which had been formulated as per the customers’ demands. The internal editing of the specific document had been done with the support of the Google Wave software. The selection of the particular software had been done to enhance the mechanism of the transformational operations.
- On the other hand, Lowood (2007) stated that the internal members of Google high follow the rule of 70/20/10. The specific approach of the enterprises clearly defines the employees are highly expected to employ 70% of dedication to each of working days. In the similar manner, the employees are also expected to contribute 20% of the commitment to the everyday new projects and developing new ideas regarding the new project criterions. According to Lazonick and Tulum (2011), 10% of the employee devotion needs to be enforced on the new or the creative thoughts for the existing or the upcoming new projects. The specific approach had been initiated by the brand as the primary driving force for its new products and service lines. The constructive action had supported Google to set a bench mark regarding the product and service innovation concept. The lucrative effort had directed Google to surpass the revenue and the viewers’ visit frequency on its home page.
- It had been assessed that the employees had been given the option to pass on the creative statements with regards to the decision making action. The inclusion of the employees’ ideas in the specific approach had automatically lifted up the confidence level. The employees are instructed to scrutinise on indifferent business models. After the evaluation of the business models the employees select the suitable framework that aligns with the project work. The entire combination had been passed on to the project department for a thorough evaluation.
- The participative leadership style incorporated by Google’s CEO had enhanced the satisfaction rate of the internal members. The specific leadership style of the enterprise had helped the brand to increase the professional expertise amongst its employees (Kagermann et al. 2010). On the basis of the business models’ validation, the management plans to own the project. Lowood (2007) asserted that the employees had been the concerned professionals to select the suitable project, thus, the expertise and the creativity would be applied to the fullest potential. Therefore, the chances of experiencing the project successful would be comparatively higher that the competitors. Evaluating the latter content, it has been assessed that the spot bonus strategy had encouraged the employees to enhance the level of professional responsibilities. This indirectly supports Google to get the benefits of individual innovate efforts. Therefore, the CEO of Google had received the support of the internal resources to increase the level of employee responsibility as per the potential.