Case Study Google Project Oxygen

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Google Project Oxygen Case Study. Building Better Managers.
Lalit Chhabra
University of Houston - Victoria
Author Note
Management and Organizational Behavior - Individual Case Assignment.
Executive Summary
Project Oxygen started with questions raised by board members in 2001, How do managers impact team performance? Do manager matter? How can we create amazing managers? This topic generated years of research and that led to eight management attributes. These key attributes are to help people become better managers. This paper highlights the key attributes of Project oxygen and challenges to create good managers.
Google Project Oxygen Case Study. Building Better Managers.

Google Culture of Success
Google was founded in 1996 by Larry Page and
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Its open culture let employees speak about their concern directly with middle manager or upper management. Google teaches its employees that it believes them to be trustworthy and have good judgement. That empowers them.

Characteristics of people who work at Google.
Google receive one million resumes each year, with less than 0.5% of all applicants being hired. Along with technical skills, intellectual skills are also important. Google ask specific interview question to check their quick-thinking ability and innovation skills.
Psychological safety.
Google tell their employees to take risks, do innovation and don’t be scared about the result. In one case one director took a risk on the project and it didn’t work out and she lost $2 Billion. She had a meeting with Larry page and he tapped her back and asked her to take more risks and do innovations.
Google employees trust each other, they get things done on time. Manager are trained not to micromanage people but inspire them.
Structure and clarity.
Team members have clear roles, plan and goals. Managers are informed not to manage people skills but give them a growth structure. Managers give their employees 1000-foot view of the company as well as their roles in the team as well as in the
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In which case, they resorted to provide an anti-thesis of how managers did not fare well in the long run, the result of the study, though negative, proved quite favorable for their cause to prove how even the smallest of incremental changes to manager quality proved to be exponential in the gains of the venture. Given then, similarity in their conduct and work ethics, it was a revelation to find how a better and more cultured managerial system would bring about un-precedent gains in the application sophisticated multivariate statistical techniques to their

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