Organizational Structure ;

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 alsohelped 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,listen to Garvin interview Google manager Eric Clay berg HYPERLINK "https://hbr.org/2013/12/how-google-sold-its-engineers-on-management/ar/1"

, on how Google sold its engineers on management. (You canin our podcast if youd prefer.) Also fromthe Garvin piece, heresThe 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 happinessto 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% time projects. But back in 2010,Chris Trimble criticized 20% timeboth 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. How Google innovates Bale Iyer and Tom Davenport attempted toreverse engineer Googles innovation machinein 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 structurecomes up again in a2014 piece by Linda Hill, Greg Brandeau, Emily Truelove, and Kent Line backthat 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.

Anotherlook at part of Googles innovation strategy comes from a2013 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 therare form of innovation described below as Pasteurs quadrant that simultaneously expands scientific knowledge and seeks to meet a specified societal need.

What Googlecould do betterNot everyone is so enthused. In 2011, Joshua Gins used Google+ to argue thatthe company was now playing catch-upin key areas. In 2008, Scott Anthony surveyed Googles innovation track record and concluded thatits new products mostly hadnt delivered results, and thereforeGoogle 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 arrangementswill increasingly become common, while Michael Schragemade the case that they emphasize the wrong things about running a business.

Schmidt himselfrecounted part of his experience at Google in a 2010 article, which describes at length thecompanys quirky Dutch auction IPO. And when he eventually left the CEO role,HBR editor-in-chief Adie Ignatius recalled past interviews with the foundersas 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 asksWhats 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 explainedlast yearwhy he doesnt think Glass is the future of wearable. Earlier this year, Michael Schrage used Glassas 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, andGlasss potential as an enterprise product.Thats just a sampling. A look through our archive confirms the outsized role that Googlehas played in defining what an innovative company looks like. More has been written about the firmthan anyone has time to read,but thanks tothe companys eponymous search engineits all easy to find.