As time had moved on, the management style was forced into a change in order to keep up with the moving times. Though the classical perspective had a massive positive impact on many countries economies; in the late 1920’s there had been an alternative management perspective which had been adopted due to the change of attitudes. Humanistic perspective came into force and was made popular due to its attractive nature. ‘Humanistic perspective is known to emphasize the understanding of human behavior, needs, and attitudes in the work place’(Daft, Kendrick, Vershinina, 2008, page 49) This management style was more employees friendly and had become an attempt to allow employees to enjoy their work and feel that they have some form of self control in their work. The introduction of humanistic perspective in the evolution n management was vital as an experienced manager/consultant/trainee psychologist called Douglas McGregor who developed theory X and theory Y. Theory X was bought up on the assumptions that employees dislike work and attempts to avoid it if possible due to the controlled, scientifically managed. This relates to the classical perspective of management. Theory Y, on the other hand, is the opposite; where the volume of flexibility given in the work place and individual recognition and concern was giving a positive effect which resulted in employees enjoying their work.
Taking Google into consideration, it’s set out in a completely different industry; Google has adopted and learned from the different methods of management over time to create a much more contemporary style of management. Though there is a hierarchy present and a clear visible structure; the impact it has is a different one, where employees are not threatened by this managerial structure. Due to the way Google has been set up. Firstly, it is clear that employees love their jobs; they enjoy what they do and to them that’s what matters. However, these employees are those that have built the website and make it what it currently is today; these employees are geniuses in their field of expertise. In addition these engineers are not micro managed in any way. They are left to do what they do best, create and innovate into new Google technology. Not being micro managed gives Google the quality of innovation it has been recognized for; the engineers are left to work by themselves and each other therefore producing allowing them to get more creative and innovative. In addition to this, work spaces are in open areas so help is always at hand from piers and managers. Selected managers keep themselves open and are known to get hands on with employees. This is a very democratic style of management, for managers to known to be participative. ‘The influence extends to a unique management style, which includes letting technical people spend 20% of their time on projects of their own choosing. Although Google is starting to trim some of the more esoteric ventures, it remains a benchmark for innovations in human relations and finance as well as technology’ (Hof, Robert D, 2008). Though there is a distinct definition of the managers and employees – this ‘title’ has been completely disregarded from the employees where they all see each other as friends. Evidently, it seems that Google has adopted a theory Y style of management. With the employees at Google loving what they do, this results in a rapid increase in them hitting and showing their full potential and therefore having productivity at a constant high.
The humans relations movement and human resources perspective is what put a lot of points that are important to employees in context and the forefront as to why management had needed to change and shift with the times. Google is very good at this; understanding natural human needs and attitudes that are present in a work place and using this as their advantage. Knowing that they can provide these, Google are able to improve and have their employees to arrive at work with strong and healthy attitudes to work as well as fulfilling all their basic needs. The Google staff members are motivated due to the enjoyment and satisfaction received in working for such a contemporary organization. In more modern day relations, the humanistic perspective also looks into the behavioral sciences approach were social sciences are applied in an organizational context drawn from economics, psychology, sociology and other disciplines. In the 1970’s it became apparent that understanding your employees beyond the visual clues was vital. Understanding and knowing the psychology behind natural human behavior can ‘improve internal relationships and increase problem solving capabilities’ (Daft, Kendrick, Vershinina, 2008, page 49). This forward attitude had been taken up by Google who have created this atmosphere within their staff by offering them nothing but each other (including the management). White boards are dotted around the building and it’s a proven theory that others are willing to help others.
Google have the ability to understand and read their employees, the open nature that they are based upon has proven to be a very effective and successful technique. With the leading method of management in the contemporary organization seems to be technology driven it seems Google have found their element in regards to how to handle and manage this. Having casual meetings with the CEO of Google to the Google engineers, the relationship and the belief is the same – that nothing sets the two apart.
As the evolution in management has mode on; it seems Google picked up these movements and now looks at them uses them as their sole advantage.
The systems theory was based on the level of openness within an organization. A basic systems theory uses 5 components, completes the tasks differently, and composes them all together to offer the final product. This can ensure all 5 components are equally valuable. This had then moved on towards the contingency view, where the management style was based on the responsiveness of the management themselves. It was designed to question those management teams in how effective they were with on the feet thinking and planning ahead if and when problems arise. This is based on the level of responsiveness between managers themselves and the level of communication between employees and the management. Ultimately there came a point where management focuses were on quality as a whole, ensuring all parties involved were happy and treated respectfully. This was where employee involvement came into its element and voices were being heard, such as the encouragement of their engineers to spend 20% of their working time on working on their own projects. This has been proved to be an intrusive management technique; ‘In one recent period, more than half of Google's newly launched products could trace their origins to a 20% project’ (Hamel,G, 2006). As contemporary organizations became to evolve alongside the management styles that were being adopted, knowledge became an essential – the learning organization. The learning organization was when managers and employees were engaging more in identifying and solving problems, allowing the organization to improve and increase its capability. Google has used each management technique, identified what worked in the chosen management style and elaborated. ‘In our weekly all-hands (“TGIF”) meetings, Googlers ask questions directly to Larry, Sergey and other execs about any number of company issues. Our offices and cafes are designed to encourage interactions between Googlers within and across teams and to spark conversation about work as well as play’ (www.google.com)This is why Google has such a unique management style; because it has utilized its resources very wisely.
Though Google was set up in a technological driven workplace; they had cleverly tracked back and analyzed the management perspectives before their time allowing them to choose and put into practice those methods that seemed to have worked the most effectively. Thus, allowing Google to design their own unique methods of management which from methods of management that have be known to be effective. ‘Google seems to have grasped the new century's most important business lesson: The capacity to evolve is the most important advantage of all’ (Hamel,G, 2006). The combination of alternative management techniques results in Google having an effective and successful management style due to the level of competition they face. The die hard and focused attitude enables Google to maintain this style of management.
References
Daft, R, Kendrick, M, Vershinina, N (2008). Management . 8th ed. United Kingdom : Harris, L and Rennie T. 843
Daft, R, Kendrick, M, Vershinina, N (2008). Management . 8th ed. United Kingdom : Harris, L and Rennie T. 49
Daft, R, Kendrick, M, Vershinina, N (2008). Management . 8th ed. United Kingdom : Harris, L and Rennie T. 49
Google. (2012). Our culture . Available: http://www.google.com/about/company/facts/culture/. Last accessed 24th Nov 2012.
Hamel, G. (2006). http://search.proquest.com/docview/399054751?accountid=10472 Management a la Google. the wall street journal . 1 (a.16), 1.
Hamel, G. (2006). http://search.proquest.com/docview/399054751?accountid=10472 Management a la Google. the wall street journal . 1 (a.16), 1.
Hof, Robert, D. (2008). http://web.ebscohost.com/ehost/detail?sid=232d5928-8064-4cf9-a96a-1aa101ea9b9d%40sessionmgr4&vid=7&hid=25&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&AN=35716155 Google. Washington Clout. 1 (1), 1
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