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Case - 02 Building A Better Boss

The document discusses Google's Project Oxygen which aimed to identify the attributes of effective managers. It found that the eight most important attributes can be grouped according to the functions, Mintzberg's roles, and skills approaches to management. The document also discusses the difference between knowing what makes a great manager and encouraging managers to improve.

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Jo Cadiz
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5K views2 pages

Case - 02 Building A Better Boss

The document discusses Google's Project Oxygen which aimed to identify the attributes of effective managers. It found that the eight most important attributes can be grouped according to the functions, Mintzberg's roles, and skills approaches to management. The document also discusses the difference between knowing what makes a great manager and encouraging managers to improve.

Uploaded by

Jo Cadiz
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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JOSEFINA V.

CADIZ
GSIS-CKSC MBA Program
Principles of Management

Case Application 2: Building a Better Boss

Describe the findings of Project Oxygen using the functions approach, Mintzberg’s
roles approach, and the skills approach.
Functions approach as I understand it, means that organizations were built around functions
and levels of hierarchy. There is a kind of strict hierarchy of management that is being
followed, where there is a clear distribution of job responsibilities. As for managers, four
basic functions should be performed which are planning, organizing, leading and controlling.

The Mintzberg’s roles approach sets out the essential roles that managers’ play in an
organization. Ten major roles were identified namely, figurehead, leader, liaison, monitor,
disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator and
negotiator.

Skills approach focuses on the belief that certain abilities, knowledge and skills that can be
learned or developed. When it comes to skills approach models there are three main skills
needed for leadership, these are technical, human and conceptual

Google clearly acknowledges that the role and functions of its managers are critical to
achieve the company’s long-term goal. Through the Project Oxygen, Google aimed to find
out what a great boss is. Data were used to identify what particular attributes and
competencies are possessed by the most effective managers. The same data were also
instrumental in knowing how the company’s managers could perform their roles well and
what skills enable them to perform their functions successfully.

Eight attributes emerged as “winners.” These eight attributes when summed up, comprised
the four basic functions of a manager. These eight likewise, were included in the Mintzberg’s
roles approach. The Skills approach was observed when Project Oxygen ranked the eight
items by importance. The ranking served as the basis for the company in training and
developing its managers to be more effective in the performance of their roles.

Are you surprised at what Google found out about “building a better boss?” Explain
your answer.
Not really. Citing from my experience, technical expertise of the bosses is basic. How could
someone lead if he/she does not even know or know little about the function/role of the
group that he/she belongs? But what commands my respect more towards my manager is
when he becomes the true “leader” of our group. For me, the best leaders are the ones who
know how to properly motivate their subordinates. They are the ones who can inspire me to
do my best, knowing that I and my work are appreciated. Even if I have the best technically
gifted boss but when that boss does not even know how to mingle with us, then that’s a
drawback for me.

What’s the difference between encouraging managers to be great managers and


knowing what being a great manager involves?
For me, knowing what being a great manager involves is an internal thing while encouraging
managers to be great managers is external.

To be a great manager, one must know what it takes to be one. You have to take efforts in
having more than the basic knowledge of your job and responsibilities. You must strive hard
to continue learning and developing to adapt to the ever changing working environment.

This “knowing” process entails external support, so that managers are encouraged to keep
discovering their full potential. Managers will be more motivated to learn about their roles if
the company is supportive enough to their endeavors. Support may be financial, so
managers will have the resources to access trainings and other activities that will enable
them to improve their knowledge. Morale boost is also a kind of encouragement that
managers need especially when financial support is limited.

What could other companies learn from Google’s experiences?


Managers play a vital role in the organization’s quest for success. With this, understanding
their key responsibilities and supporting them to be the most effective in what they do is
very important. Every company should recognize the factors that make a manager great in
what he/she does.

Would you want to work for a company like Google? Why or why not?
Yes. Because I think that Google gives importance to its human resources by taking time,
efforts and resources to understand what it takes to be effective in your role in the Company.
And it does not stop with understanding, Google supports the employees by encouraging
them to be the best in what they do.

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