Get Journals that are not from textbook Case Application #2 Building a Better Bo

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Get Journals that are not from textbook

Case Application #2 Building a Better Boss Google doesn't do anything halfway. So when it decided to "build a better boss," it did what it does best look at data.42 Using data from performance reviews, feedback surveys, and supporting papers turned in for individuals being nominated for top-manager awards, Google tried to find what a great boss is and does. The project, dubbed Project Oxygen, examined some 100 variables and ultimately identified eight characteristics or habits of Google's most effective managers. Here are the "big eight: Provide an unambiguous vision of the future; Help individuals to reach their long-term work goals Express interest in employees well-being; Ensure you have the necessary technical abilities to support employee efforts; Display effective communication skills, especially listening; Provide coaching support when needed; Focus on being productive and on end results; and Avoid over-managing; let your team be responsible At first glance, you're probably thinking that these eight attributes seem pretty simplistic and obvious and you may be wondering why Google spent all this time and effort to uncover these. Even Google's vice president for people operations, Laszlo Bock, said, "My first reaction was, that's it?" Another writer described it as "reading like a whiteboard gag from an episode of The Office." But, as the old saying goes, there was more to this list than meets the eye

Explanation / Answer

- the managers felt that the only they new better, cos they have the experience, but an assistant with some additional study cannot beat their experience and has no authority to make any changes in their system for betterment.

- It becomes very difficult for the manager to accept that he is wrong at any point of time, mistakes can only be done by the assistants, at their levels no mistakes happen.

- an assistant has to completely depend on the manager for all the decisions ahead, they have no knowledge and thus before proceeding with even trivial issues, their permission should be seeked.

The manager might mock your valuable idea in front of you but will later on present the same idea to his seniors and take credit for the appreciation of the idea, the assistant in this situation feels cheated and demotivated, and eventually might stop giving any inputs.

-resistance to change in any form, specially if is in the flow of their process, they will not give freedom to their employees to explore new was to get a thing done, they would want them to stick to traditional once, cos they have formulated it, thought they might not be comfortable and reduce an employee's productivity.

- Avoid over managing

- Focus on the end result and productivity.

The above mentioned points can be implemented by percolation merhom, as in the top level management can start by changing the behaviour based on the above points, so the immediate next level themselves understand how healthy and important it is to parctice this, who will inturn give the same treatment to their juniors and so on.

The expected outcome is a motivated, energetic and proactive employee, when the employee is give his own space and due to his decision and idea if the job is well done, the employee gets motivated, thinks out of the box and makes sure he never disappoints his seniors.

Scientific Management is based on below principles:

- Science not thumb of rule : that is what Google is done, they researched own their own needs for growth, rather than depending on the traditional methods of improvement.

- harmony, not discord : Google proved that an healthy environment can be attaines by maintaining harmony in the employees rather than going with the traditional way of bossing around.

-mental revolution : they worked on the pyscology of the employees, and ways to improve it.

- co-operation not individualism : since the managers are being focused here, ultimately they work their way with their teams and create good employees and leaders.

- Development of All : this particular experiment is not just for the benefit of any individual, it is for the benefit of all.

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