MANAGEMENT SKILLS FOR

EFFECTIVESS PROJECT
Section B Group 8
REPORT
Project Report Submitted by

Student Name: Dinesh R USN: 19MBAJ0229 Email Id: Dineshjaisingh78@gmail.com

Student Name: Rahul Pandey USN: 19MBAJ0224 Email Id: 19mbaj0224@jainuniversity.ac.in
Student Name: Priyadharshini A USN: 19MBAJ0212 Email Id:priya.amir99@gmail.com
Student Name: Shreya Shetty USN: 19MBAJ0104 Email Id:shettyshreya101@gmail.com
Student Name: Shreeya S USN: 19MBAJ0205 Email Id: shreeyashivakanth1998@gmail.com
Student Name: Shiv Kumar USN: 19MBAK0208 Email Id: kannayashiva3333@gmail.com

Date of Submission: 20/10/2020

COMPANIES:

FORD – RAHUL PANDEY & DINESH R

AMAZON – PRIYADHARSHINI A & SHIV KUMAR

GOOGLE – SHREEYA S & SHETTY SHREYA

.
 FORD MOTORS
Ford Motor Company is an American automotive corporation founded in 1903 by Henry Ford
and 11 associate investors. In 1919 the company was reincorporated, with Ford, his wife, Clara,
and his son, Edsel, acquiring full ownership; they, their heirs, and the Ford Foundation formed
1936 were sole stockholders until January 1956, when public sale of the common stock was
first offered. The company manufactures passenger cars, trucks, and tractors as well as
automotive parts and accessories. Its Headquarters is in Dearborn, Michigan.
Henry Ford built his first experimental car in a workshop behind his home in Detroit in
1896. After formation of the Ford Motor Company, the first Ford car was assembled at
the Mack Avenue plant in July 1903. Five years later, in 1908, the highly successful
Model T was introduced. Demand for this car was so great that Ford developed new mass
production methods in order to manufacture it in sufficient quantities. In 1911 he
established the industry’s first U.S. branch assembly plant (in Kansas City, Missouri) and
opened the company’s first overseas production plant (in Manchester, England); in 1913
he introduced the world’s first moving assembly line for cars; and in 1914, to further
improve labour productivity, he introduced the $5 daily wage for an eight-hour day
replacing $2.34 for a nine-hour day.

 Financial performance:
For full year 2019, revenue was down 3% to $155.9 billion. The decrease was primarily
due to the fall on their automotive segments.

The company's net income fell by about 98% to $84 million in 2019. The fall was due to
the loss from their operations from an income of $4.3 billion in 2018, to a loss of $640
million in 2019.

Cash held by the company by the end of 2019 increased by $2.6 billion to $18.6 billion,
compared to $16.9 million in the prior year. Cash provided by operations and financing
activities were $18.1 billion and $3.4 billion, respectively. Cash used for investing
activities was $19.4 billion.

 Sales and marketing:

Ford's vehicles, parts, and accessories are sold through more than 11,500 dealerships
worldwide, most independently-owned. In addition to retail sales, these dealerships sell
vehicles to commercial fleet customers, rental car companies, and governments.

Ford's advertising expenses were $3.6 billion, $4.0 billion, and $4.1 billion for the years
2019, 2018, and 2017, respectively.

 Operations:
Ford operates through Automotive, Ford Credit, and Mobility. Ford's automotive segment
represents more than 90% of revenue and includes the sale of Ford and Lincoln brand
vehicles. The Ford Credit segment contributes less than 10% of revenue and includes
vehicle-related financing and leasing through Ford Motor Credit Company. Outside the
US, Europe is Ford Credit's largest operation are the UK and Germany.
Ford's Mobility segment includes Ford Smart Mobility which designs and builds mobility
services and makes investments in start-ups and technology companies. Mobility is also
Ford's locus for the development of autonomous vehicle technologies

Ford has had manufacturing operations worldwide, including in the United States,

Canada, Mexico, China, India, the United Kingdom, Germany, Turkey, Brazil,
Argentina, Australia, and South Africa. Ford also has a cooperative agreement with
Russian automaker GAZ.

A. Organisational culture:

Ford Motor Company emphasizes excellence in its organizational culture to support

innovation. The firm recognizes the importance of excellence to push its performance
higher. Ford has training programs to support this characteristic of its organizational
culture. Employees are encouraged to learn and improve, and contribute ideas for
organizational development. This feature of the organizational culture supports Ford’s
generic strategy adjustment toward broad differentiation.

 Dress code:
On normal business days from Monday to Tuesday the ford technicians have to wear
light blue shirts and outfits with proper formal attires with full sleeve with black pants
and black shoes with tie and blazers which should match the dress code and for other
days they are allowed to wear casuals with a collared vest given by company itself.
However, the company new dress code policy allows employees to wear jeans which
shouldn’t be too colourful or grunch.

 Discipline in timing:
 For employees working 3 days a week there is a 11hr shift and for regular employees
and management it’s a two shift of 8 hours minimum working hours per week is
40hrs. However, the management committee have to be on call 24/7 available in case
of emergencies.

 Communication between departments, managers and teams, etc.:

“Coming together is beginning. Keeping together is progress. Working
together is success.”– Henry Ford.

The communication in ford motors goes from top-bottom approach where the
departmental communication goes to cross functional ranging from department to
departments. In teams, the communication goes from leaders to subordinates or
colleagues but there is a bottom-up approach as well in communications.

The internal communication mostly goes to traditional communication approach

where the employees are free to express their views to their team leaders but all the
decision are taken by top level management.

 Attention to mental and physical health of the employees:

Regular recreational activity and limited working hour in a week which is 40hrs the
company looks into the physical and mental health of the organization. Flexible work
environment without putting the career risk is the balance of the crux of ford mental
health program. Instead of only focusing on mental health, it emphasizes on holistic
wellness. This comprehensive program is centered on the belief that achieving metal
wellness is more than coping stress with psychological illness, it’s about balancing
work and life, maintain physical health and participating in intrinsically rewarding
activities.

 Acceptance of risk and failures; choice to make decision:

 Ford has been facing numerous risks from its competitors like general motors,
Hyundai and Toyota which are also largest motor companies having wide range of
products and services. There has been a number of misconducts by the company as
‘Ford Pinto case’’ and the ‘’firestone tire scandal’’. The company has managed to
come out of various risks and failures and even after the loss in 2019 due to lack of
demand in automobile sector including the Covid -19 its coming out strong as a
leading automobile manufacturing company.

 Degree of formality:
The degree of formality is very high in ford motors as there is hierarchy of
management and communications with proper uniform dress code, and strict time
shifts of work. There is the formal announcement for each of the program including a
normal recreational activity or even addressing any leaders and supervisor’s proper
formal way of communication is must in the company premises or outside with the
employees.

 Grapevine communications:
It is certain that where people work there is always involvement of grapevine
communication in spite of putting strict rules and regulations. In ford motors a large
number of technicians and employees work indulging in numerous grapevine
communication sometime benefitting the company and sometimes creating rumors
about the company. The communication between the employees are highly monitored
so that the efficiency would not decrease and the employees could focus strictly on
their work. Altogether ford motors policy is strict to grapevine communication and
monitors it time and again.

 Support from top management:

The employees receive high support from the top management as most the decisions
as most the decision are decentralized and top management don’t interfere in most of
the departmental works and projects except from planning.
 The top management are solely responsible for taking planning and administrative
function and rest of the organizing and monitoring functions are handed to
supervisors and team leaders. The employees are paid well enough with attractive
bonus as a motivation to work sincerely and proper working shifts and payrolls adds a
high value by the top-level management.

 Performance focus:
The employees working at ford are mostly skilled and have leadership qualities as the
recruitment policy of ford motors is very complex involving many aptitude and EQ
tests thus eliminating any possibility of selection of inefficient candidates.

The company monitors each employee work and evaluate them at the time of
appraisals. They need to be motivated wit timely payment and increased participation
in the management. The not only want financial motivational factors but also social
recognition and participative management functions where their voice be heard while
making any decisions related to their department of field.

 Responsibility and employees accountability:

The employees are responsible and accountable for their own work only and any error
in their departments be first compensated by department heads and team leaders and
lesser from the employees or workers.

The supervisors and technicians have the responsibility for correction in any mistakes
or errors in their department alone and all the departments heads are responsible for
their own department and any misconduct or non-performance is beared by them.

 Mission and value alignment:

Ford’s corporate mission is “to make people’s lives better by making mobility
accessible and affordable.”
 The company also focuses on improving the mental and physical health of th
employees without putting their career at risk. The company main value is to provide
customer satisfaction in every of its products along with the satisfaction of its internal
manpower and improvement of its services and products.

B. Networking:
Networking is defined as the act of making contact and exchanging information with
other people, groups and institutions to develop mutually beneficial relationships, or to
access and share information between computers.There are many meetings to support
throughout the day. Vehicle build status is track hourly and communicated to the team/
other program leads. Specific Engineering support is requested when needed to address
any outstanding issues that may occur. Once all issues have been resolved the prototype
vehicles go through a Final Engineering signoff review where all Engineers visit each
unit to confirm Engineering designed parts are installed properly without conflicting
other parts each unit is built with.
The Ford C3P program was initiated, officially, in 1996. Paul Blumberg, director,
Product Development Systems, Ford Product Development Center, explains that "'C3P' is
an acronym of an acronym." The three Cs are: computer-aided design, computer-aided
manufacturing, and computer-aided engineering (CAD/CAM/CAE). The ford motors
uses other mediums such as advertisement worldwide and personal meetings along with
auto seminars to develop its network. E.g. Advertisement in the broadcasting of IPL
2020.

C. Peer groups:
We have always leant on our peers in times of need or for day-to-day support.
Professional and clinically developed Peer Support training recognises this reality, and
aims to equip members of communities to have the skills to listen and communicate
clearly, while also enabling them to recognise when a peer may need professional forms
of support
D. social support is a primary goal of a referral to peer support
E. groups, it is reassuring that studies generally find that participation
F. in peer support groups with different areas of focus, is associated
G. with enhanced social support
H. f social support is a primary goal of a referral to peer support
I. groups, it is reassuring that studies generally find that participation
J. in peer support groups with different areas of focus, is associated
K. with enhanced social support
Connect Peer Support offers Peer Support Programme training, supervision and
consultancy, as well as Relaxation, Wellbeing and Self-Care workshops. It has various
forums for peer support as support activity of ford and annual meetings of peer and
groups on the funds of the company. It also have various discussion forums for colleagues
and peer groups including grapevine communication which are monitored regularly.

D. Organisational challenges:

With the downfall of automobile sector in 2018-19 which decreased the total sales of the
company and incurred the loss of $89 million dollars for the company alone in the fiscal
year and various challenges is being faced by the company with increasing number of
competitions worldwide and with its distribution channel not taking an active part in the
growth of the company.

Here are some big challenges being faced by the company.

 Weak earnings and restructuring cost from the start of fiscal year 2015/16 with a
reduction of 4.5% average sales over the years.
 Weak guidance by the management.
 Weak sales and high costing distribution channels.
 Union talks and trade unions creating problems in the manufacturing units
In the year 2020, corona virus has made a huge impact on the performance of every
single company, from the beginning of the first quarter only the production was reduced
by 60% all over its manufacturing units however its Formula 1 racings cars has been
widely purchased due to free roads and less traffics.
 E. Mentoring:

While many companies have mentoring programs, Ford takes a different approach than
most, said Gale Halsey, CLO and director learning and organization development at Ford
headquarters. Rather than the traditional model, where elder experts guide the next
generation of employees as they find their footing, Ford views mentoring as a two-way
opportunity. “Reverse mentoring can be a very powerful learning experience,” Halsey

Most of the formal mentoring programs are driven by regional leaders, or by one of the
company’s employee resource groups, or ERGs, comprised of employees who share
similar characteristics working together to build networks and provide professional
development to their members.

Other mentoring programs are led by corporate leadership teams to link high-potential
employees with executives. These programs pair employees from different divisions or
regions as a way to help both participants develop their network and expand their
understanding of the business. Halsey for example is mentoring Irene Tang, HR director
for Ford Asia Pacific in Shanghai, through a leadership program called COMPASS that is
designed to foster local talent, particularly in Asia Pacific’s emerging markets

6) LEADERSHIP CHALLENGES

One of Ford’s biggest design challenges of the future has nothing to do with cars

 Ford, which employs close to 200,000 people, found in a recent survey that
70% of its workers who are able to perform tasks in a hybrid environment do not
want to return to the office full-time.  
 Jennifer Kolstad, the automaker’s global design director, says “hoteling” of
employees rather than permanent work spaces, and a “de-densification” strategy,
are being considered.
 “It’s no longer ‘If I don’t see you, you are not working. ... You’re probably
working more than ever before. The idea of ‘at work’ is replaced by ‘on work’ ... and
on all the time
 The era of massive highways and major commutes was a boon to car
companies like Ford, but now the automakers find themselves in the unexpected
position of designing a future of work that could work against that 20th century
American approach to employment
 San Francisco officials are newly looking at remote work as a potential
solution for climate change, not just a short-term fix for coronavirus, with the
elimination of commutes a source of emissions reduction. The car company’s
thinking may be along different lines, but over the past few months,
 Ford surveyed over 30,000 of its workers about working remotely and their
comfort level with it longer term. And the results suggest that if car commutes are
not entirely out, they are going to see a substantial reduction.
 Seventy percent of Ford employees indicated they did not want to return to
the office full-time, and preferred a hybrid approach.
 It falls to Jennifer Kolstad, global design director at Ford, to figure out how the
new way of working is created for the 117-year-old company
‘On work’ all the time

 Kolstad is certain of certain changes Covid-19 will make permanent. For one, the idea

of just showing up to the workplace as key to keeping a job is over. The employment

concept of “presenteeism” — often defined by the example of people coming into work

even when they were ill just to prove they were “on the job” — is being ushered out by the

Covid experience and remote work experiment. 

 Research recently conducted by a group of companies, including Slack, found that

only 12% of knowledge workers wants to go back to exactly the way work was in the past.

Ford Takes Action to Address Effects of Coronavirus Pandemic

Company Offers New-Car Customers Six-Month Payment Relief

• $15.4 billion of additional cash on balance sheet, drawing from two credit lines
• Dividend suspension to preserve cash and provide additional flexibility in the current

environment

• Withdrawal of company guidance for 2020 financial performance

• Three month payment deferral for eligible U.S. new-car customers, plus three more paid by

Ford, for up to six months of payment peace of mind

7) Negotiation

New Ford deal with UAW includes $6 billion in investments, thousands of jobs

 The deal includes $6 billion in new investments from Ford and the creation or
retention of 8,500 U.S. jobs, according to the United Auto Workers.

 Other details of the proposed four-year deal were not disclosed.

 However, the pact is expected to share many of the same terms as the union’s
recent contract with General Motors.

 Ford Motor Company operations affect a broad range of stakeholders. We believe

that maintaining strong and open relationships with our employees, dealers, communities
and customers plays an important role in our ability to meet our goals.
DETROIT — Ford Motor and the United Auto Workers reached a tentative deal on a new labor

contract Wednesday night without a strike. The four-year deal includes $6 billion in new

investments from Ford and the creation or retention of 8,500 U.S. jobs, according to the union.

Other details of the proposed contract were not disclosed. However, the pact is expected to

share many of the same terms as the union’s recent contract with General Motors. That deal

included 3% raises or 4% lump-sum bonuses each year of the contract, retention of roughly 3%

out-of-pocket health-care costs and a path for temporary workers to become full-time

employees.

UNIFOR ANNOUNCES FORD MOTOR COMPANY WILL BE THE TARGET FOR

CONTRACT NEGOTIATIONS

Ford Motor Company has been chosen as the target for Unifor contract negotiations.

Unifor National President Jerry Dias made the announcement this morning, saying workers at

the Oakville plant are particularly vulnerable.

The union renegotiates a contract with one of the Detroit Three automakers every four years

and uses that contract as a pattern for agreements with the other two, General Motors and Fiat

Chrysler.

Stakeholder Engagement

We have sustained, interdependent relationships with several distinct categories of

stakeholders: employees, customers, dealers, suppliers, investors and communities. Also

important is our relationship to “society,” which includes government agencies,

nongovernmental organizations (NGOs) and academia. We identified these categories of

stakeholders through internal analysis and discussion during the early phases of developing our

sustainability programs.
ORGANISATION CULTURE

Jeff Bezos sets extremely high expectations for Amazon workers (and most likely for
himself). This culture of elite is bored right down to the stockroom representatives.

This persistent interest for elite is gradually negatively affecting the association, when
Amazon representatives begin to grumble about 'Work started things out, life came next,
and attempting to discover the equalization came last.' Moreover, Amazon came in the
news again with the self destruction endeavor of a worker at its organization HQ.

Despite the fact that the workplace at Amazon has been under investigation throughout
the most recent few years, under the authority of Jeff Bezos, Amazon has flourished and
it has been continually changing itself from an 'online book shop' to selling everything on
the web to being the spearheading in receiving distributed computing with AWS to
embracing the most recent mechanical technology in its stockrooms to improve
profitability to intuition and testing troublesome innovations like robots, etc.

Jeff Bezos takes a totally different approach to management at Amazon meetings — far
from that madding crowd. He has a contrarian management technique that’s peculiarly
old school — write it down.

At Amazon, laborers are urged to destroy each other's thoughts in gatherings, work long
and late (messages show up past 12 PM, trailed by instant messages inquiring as to why
they were not replied), and held to norms that the organization brags are "preposterously
high." The inside telephone index teaches associates on the best way to send mystery
criticism to each other's managers. Workers state it is as often as possible used to attack
others.
Amazon uses:

1. Email: amazon has very strong email based communication culture. Just ask
people about “Bezos escalation email”. :-)
2. Company phone number: I didn’t use phone as much as email. Note: this is a
for normal, regular communication. Later I’ll talk about “escalation
management” via phone.
3. WIKI: tons of information sharing is done via WIKI
4. “Pager” and cell phone for ticketing: in the old days (10+ years ago),
engineers get paged for escalation. Nowadays it’s smart phone.
5. Messenger app: lately amazon has been pushing for Amazon Chime

NETWORKING

Amazon.com Inc's authoritative structure empowers broad control on worldwide web

based business tasks. An authoritative or corporate structure sets up the plan and
arrangement of connections among individuals from the firm. For instance, Amazon's
corporate structure decides how chiefs direct and impact operational exercises in different
business regions. As a main online retail business, Amazon.com must keep up an
authoritative structure that sufficiently underpins its growing business sector reach. A
developing corporate structure additionally benefits Amazon as the organization includes
more items and progressively broadens its business. The plan of this structure
supplements the innovative establishment of the business. Such complementation makes
Amazon's corporate structure a deciding element in the organization's capacity to
withstand the impacts of contenders, for example, Walmart, Apple, Google, Microsoft,
and numerous different organizations with on the web and non-online tasks. Thinking
about the forcefulness of rivalry, it is fundamental that auxiliary attributes reinforce the
organization to guarantee proceeding with online business achievement.

Amazon.com Inc. has a functional organizational structure. This structure focuses on

business functions as bases for determining the interactions among components of the
 organization. The following characteristics are the most significant in Amazon’s
corporate structure:

1. Global function-based groups (most significant feature)

2. Global hierarchy
3. Geographic divisions

Amazon's corporate structure is successful in supporting global development in the

internet business market. The organization's proceeding with achievement in extending
its business is a pointer of the appropriateness of this hierarchical structure. A favorable
position of capacity based gatherings and chain of importance is that they empower
Amazon.com Inc. to quickly and successfully execute administrative orders.
Additionally, geographic divisions are beneficial in supporting spotlight on online retail
market concerns and related financial conditions in specific districts, for example, North
America.

PEER GROUPS

AWS Support gives 24x7 admittance to specialized help and direction assets to help you
effectively use the items and highlights gave by AWS. Regardless of whether you are
trying different things with, or running crucial remaining tasks at hand on AWS, we have
a scope of plans accessible to help the achievement and operational strength of your
AWS arrangements.

Amazon Web Services Forums

The objective of Amazon Web Services Forums is to give an overall condition where all
network individuals can fully trade considerations, thoughts, information, and
conclusions.

As Amazon Web Services opens up its information, stage, and gear to the world, we
depend on your innovativeness to assist us with making the best innovation and projects
to address your issues.
Guiding Principles of Amazon Web Services Forums

1. Honesty
Giving the genuine input about the things at which we are succeeding, and useful
analysis about those which can be improved is of tremendous worth, and
encourages us all the more viably uphold the network.
2. Respect
The remarks posted, regardless of whether in the discussions, or regarding any of
the Resource Centre substance, must avoid exhibiting narrow mindedness for or
offending different gatherings or people. Amazon urge you to be open, yet can't
acknowledge utilization of this network that shows slight for other people or
hostile conduct.
3. Productivity
Ask away and challenge your companions! Have an extraordinary thought for
another element, or need assistance in arranging your application, If it's not too
much trouble in any case, don't purposefully post content that exhibits next to
zero importance to AWS improvement or program issues, or disturbs the
compelling utilization of the gatherings in any capacity. It would be ideal if you
impart just in a way that regards the time and energy of your companions.

Organizational Challenges

1. Keeping Up E-trade Growth

As noted in an ongoing report from by Evercore ISI's Anthony DiClemente,
development in Amazon's inheritance, first-party web based business has lost a
portion of its steam, with Amazon posting 10% development year-over-year in the
fragment "While other higher edge business lines have assumed control over the
development basically from the Online Stores unit, this working section actually
makes up >50% of income, and a more significant stoppage would burden
combined income development," he composed.
2. Global Performance
A portion of Amazon's dull October income was represented by frail returns in
Amazon's global sections, which posted lighter-than-anticipated development at
15% on a consistent cash premise versus 21% the past quarter. Amazon CFO
Brian Olsavsky nailed a portion of the feeble development to the circumstance of
India's Diwali occasion just as Amazon's acquisition of Souq.com on an income
call, however financial specialists will be keeping watch for how Amazon tolls
universally this year.

3. Keeping Rivals at Bay

Amazon might be the undisputed pioneer in online business, however impressive
opponents like Walmart (WMT) - Get Report could get more forceful in their
endeavors to siphon piece of the overall industry from Amazon. In a December
report, Edgewater Research's Daryl Boehringer brought up that Amazon pulled
back on advancements and cost coordinating versus matches a year ago, and
thusly, "physical rivalry (in particular Walmart) gives off an impression of being
exploiting Amazon's less forceful position," he composed, refering to an evident
benefit center, as opposed to a development center, by Amazon in late quarters.
For financial specialists, saber-shaking from other retail monsters, ever anxious to
extend their online presence, merits watching out for in 2019.

4. Adjusting Investments versus Benefits

With Amazon's fresher endeavors in regions like medical services reliably in the
news, Evercore's DiClemente composed that a new flood of speculation by
Amazon could be inescapable in 2019. "Amazon is clearly famous for furrowing
income back into the business," he composed. "With new activities like medical
care, installments, coordinations, and so forth proceeding to stand out as truly
newsworthy, there is some worry among speculators that the following forceful
venture intonation could be practically around the bend." Although putting
resources into new advancements and lines of business can receive benefits not
far off, a forceful venture increase could likewise burden Amazon's income
development story in the coming year, as per DiClemente.

5. Managing More Intense Government Scrutiny

With another congress simply getting comfortable, new examination of tech
monsters could likewise present issues not far off. The EU and different nations
like France have ventured up their guideline and tax assessment endeavors of
significant tech organizations, including Amazon. In the U.S., Amazon's HQ2
extension - and the enormous tax reductions it got - turned into a glimmer point
for analysis a year ago of Amazon's size and impact over policymakers. What's
more, with a changing of the gatekeeper in Congress, security and antitrust
concerns will be main points of interest to look as officials on the two sides of the
walkway venture up their examination of the intensity of Big Tech.

Mentoring
Continuous Mentoring
Continuous Mentoring offers Amazonians an occasion to discover an accomplice
to help their turn of events and formalize a 3-month tutoring relationship.

Once Mentoring
Once Mentoring permits Amazonians to plan a one-time meeting with a tutor to
arrange, get thoughts, or addition information.

Leadership Challenges
Client Obsession
Pioneers start with the client and work in reverse. They work vivaciously to win
and keep client trust. In spite of the fact that pioneers focus on contenders, they
fixate on clients.

Possession
Pioneers are proprietors. They think long haul and don't forfeit long haul an
incentive for momentary outcomes. They follow up for the benefit of the whole
organization, past their own group. They never state "that is not my work."
Invent and Simplify
Leaders expect and require innovation and invention from their teams and always
find ways to simplify. They are externally aware, look for new ideas from
everywhere, and are not limited by "not invented here." As we do new things, we
accept that we may be misunderstood for long periods of time.

Are Right, A Lot

Leaders are right a lot. They have strong business judgment and good instincts.
They seek diverse perspectives and work to disconfirm their beliefs.

Learn and Be Curious

Leaders are never done learning and always seek to improve themselves. They are
curious about new possibilities and act to explore them.
Hire and Develop the Best
Leaders raise the performance bar with every hire and promotion. They recognize
exceptional talent, and willingly move them throughout the organization. Leaders
develop leaders and take seriously their role in coaching others. We work on
behalf of our people to invent mechanisms for development like Career Choice.

Insist on the Highest Standards

Leaders have relentlessly high standards—many people may think these standards
are unreasonably high. Leaders are continually raising the bar and driving their
teams to deliver high-quality products, services, and processes. Leaders ensure
that defects do not get sent down the line and that problems are fixed so they stay
fixed.

Think Big
Thinking small is a self-fulfilling prophecy. Leaders create and communicate a
bold direction that inspires results. They think differently and look around corners
for ways to serve customers.

Bias for Action

Speed matters in business. Many decisions and actions are reversible and do not
need extensive study. We value calculated risk taking.
Procure Trust

Pioneers listen mindfully, talk genuinely, and treat others consciously. They are
vocally self-basic, in any event, while doing so is off-kilter or humiliating.
Pioneers don't accept their or their group's personal stench scents of aroma. They
benchmark themselves and their groups against the best.

Jump Deep

Pioneers work at all levels, remain associated with the subtleties, review
regularly, and are distrustful when measurements and tale vary. No undertaking is
underneath them.

Have Backbone; Disagree and Commit

Pioneers are committed to deferentially challenge choices when they deviate, in

any event, while doing so is awkward or debilitating. Pioneers have conviction
and are tireless. They don't bargain for social attachment. When a choice is
resolved, they submit completely.

Convey Results
Pioneers centre around the key contributions for their business and convey them
with the correct quality and in an opportune manner. Notwithstanding mishaps,
they adapt to the situation and never settle.

Negotiation

1 In a complex, multiparty setting, don't underestimate triumph, ever.

Today, web-based media can rapidly intensify the perspectives on even a couple
of vocal rivals, offering voice to inert negative worries of numerous generally
inactive gatherings. As Amazon took in, an obvious "development" can
apparently jump up from no place. It can quickly pick up foothold, astounding
and obstructing the sure heroes of an evidently mainstream venture.

2 Effectively screen neighborhood flows and cross-flows of supposition.

Purportedly, Amazon didn't employ a solitary New Yorker to ceaselessly draw in
with local gatherings to assemble uphold; the majority of its agents transported
among Washington and Manhattan. On-the-ground presence would have given
important neighborhood insight on quick changing flows of feeling. Past wide
surveying that demonstrated 70% help for the new central command, it isn't
certain whether Amazon dispatched regular neighborhood following surveys—by
various segment gatherings—to get worries just as expectations. Surveying and
individuals are your eyes and ears; without them, you hazard flying visually
impaired into an amazing tempest.

3 Recognize and sustain likely partners before you need them

. To Amazon, the allies appeared to be undeniable; all things considered, in excess
of 200 urban communities frantically competed for the prize it presented on New
York. However efficient adversaries defeated the chaotic allies of the
arrangement. Old-school dependence on the civic chairman and lead
representative, incredible force agents, demonstrated unfit to prepare adequate
sponsorship. Past developing world class uphold, a task support ought to
efficiently work with local gatherings and neighborhood pioneers so they feel
exceptional individual and substantial stakes in the proposition. Definite primer
conversations with development exchanges should make the colossal measure of
new work perfectly clear. Early "work fairs" with test applications could help
convince lower-talented gatherings that large number of new help occupations
and preparing openings would be anticipated alongside the $100,000+ work gold
mine for high-gifted laborers. Local gatherings searching for improved parks,
walkways, and nearby courtesies could be supported at moderately ease with
"great neighbor" solid responsibilities. Neglecting to send CEO Jeff Bezos to New
York to stroke the consciences of neighborhood strong government officials and
learn firsthand of any apprehensions was a botched chance. Having distinguished
and sustained allies, they can be initiated for your task if and varying.

4 Distinguish all probable and likely adversaries at the start of the cycle.
Venture advocates frequently wind up in receptive, protective mode, having
zeroed in past the point of no return on adversaries who have held onto the
activity. For Amazon's venture, resistance from sorted out work was guaranteed.
Amazon is an emphatically hostile to association organization, and New York has
numerous incredible associations that disdain Amazon's more extensive work
rehearses. (It didn't support that, in a public gathering, Amazon prominently
would not vow lack of bias around unionization issues.)

5 Be careful with adversaries with various concerns uniting to frame a

"obstructing alliance."
With her steamed triumph for a Congressional seat, Alexandria Ocasio-Cortez
and different Queens coordinators previously had names, addresses, telephone
numbers, and online media accounts prepared to dispatch against this new
corporate Goliath for the sake of normal individuals. Despite the fact that surveys
proposed that a solid greater part of New Yorkers by and large upheld the
Amazon bargain, all way of complaints, fears, and plans immediately blended into
a vocal enemy of Amazon development, much in proof at two threatening city
committee gatherings. At the point when the recently Democratic state senate
delegated a rival of the arrangement to a dark board that necessary unanimity for
Amazon's venture to continue, the game was viably finished. Amazon got its
marbles and returned home, probably to pick an all the more inviting area or
spread the arranged base camp workers over a few urban areas.

6 From the earliest starting point, effectively tune in to the worries of expected
adversaries and address them to the degree conceivable
. This pull-out from New York was not destined. Past developing allies early,
Amazon ought to have stepped up and tune in and address worries of cynics.
While Amazon would not likely have changed its no-association position, for
instance, it might have drawn in with New York associations to focus on
development tasks, subcontractors, and specialist organizations without regard to
their association status. For those worried about transportation and blockage,
Amazon might have stepped up and perceive the possible issues and swore to
work together with neighbourhood gatherings and specialists to comprehend
them. For transportation and lodging advocates, it could highlight the $27 billion
in charges it extended to be paying throughout the following decade and focus on
working with chose authorities and intrigue gatherings to help the supply of
moderate lodging and improve travel. It could even have reserved a piece of its $3
billion motivator bundle, say $1 billion, for travel and lodging upgrades close to
its new base camp. This would have gone far to calm resistance.

Perhaps de Blasio and Cuomo guided Amazon to make such strides right off the
bat simultaneously. In any case, after a couple of irregular endeavours late to meet
nearby concerns, the Seattle monster had enough and punted. Afterward, in any
case, the New York chairman expressed: "We allowed Amazon the chance to be a
decent neighbour and work together in the best city on the planet … Instead of
working with the network, Amazon discarded that chance."
[Ongoing spin-off: after the pull-out and discussions with Bezos, New York
Governor Cuomo tried to cajole Amazon back—in accordance with this present
segment's recommendation to manufacture a steady alliance and manage
adversaries. Cuomo wouldn't endorse the arrangement of the task rival to the
board that might have rejected the proposed Queens base camp. Cuomo arranged
the distribution of a full-page letter (pdf) to Bezos in the New York Times that
included more than 70 strong signatories including the AFL-CIO and different
associations, neighbourhood business pioneers, local gatherings, public lodging
inhabitant pioneers, the nearby N.A.A.C.P. part, ministers, and chose authorities.
The letter showed that Cuomo "will assume individual liability for the venture's
state endorsement," and that Mayor Bill de Blasio "will cooperate with the lead
representative to deal with the network improvement measure." At this
composition, Amazon has not remarked nor is it clear that this exertion will
succeed, however such a sometime later mission to fabricate backing and manage
adversaries without a doubt would have been more successful before the dazzling
pull-out.

7) Recollect that arrangement doesn't end with a "yes," however needs enough
continuous help for usage and maintainability.
The sort of exchange crusade that I've portrayed is intended to assemble an
adequate, supportable "winning alliance" for the benefit of an activity like
Amazon's. Be that as it may, as this experience shows, an underlying "yes" is just
the section highlight a fruitful task, which needs continued help for long haul
achievement.

Had Amazon moved toward the New York base camp choice in accordance with
the seven stages illustrated above, experience proposes (pdf) that its chances of
achievement would have been far more noteworthy. Obviously Amazon may have
thought about this methodology yet picked DAD. Getting down to business in this
exceptionally obvious case could scare different urban areas looking for the
positions and financial lift that another Amazon office would bring: "Don't push
us or probably we'll grow somewhere else." This inflexible position has worked
when Amazon was undermined with uncommon assessments or other difficult
measures; models incorporate Texas, South Carolina, and Seattle. However by
pulling out of New York, Amazon lost the genuine focal points that drove it to
pick Queens in any case. Furthermore, if the seven-venture approach point by
point above hadn't paid off in a sensible time, Amazon actually held the hardball
pull out choice.

Indeed, even with a commendable undertaking, there will definitely be

adversaries and doubters; that is the idea of complex, multiparty settings.
However, having a continuous finger on the beat of the networks and gatherings
included, having sustained partners, having foreseen adversaries and looked to
address their interests, and having assembled enough help and killed enough
resistance to overpower the individuals who remain unequivocally unfriendly, the
chances of a deadly hindering alliance framing can be definitely decreased—and
your undertaking is undeniably bound to succeed.
 Google
Google is a multinational, publicly-traded organization built around the
company's hugely popular search engine. Google's other enterprises include
Internet analytics, cloud computing, advertising technologies, and Web app,
browser and operating system development. Google's headquarters are in
Mountain view, California.

ORGANIZATION CULTURE
Google’s culture is flexible (employees are encouraged to work when they like
and how they like), fun (offices have nap pods, video games and ping pong) and
founded on trust. Collaboration is key – so much so that employees are
encouraged to coach each other in the ‘Googler to Googler’ programme. This
includes key business skills such as public speaking, management and
orientation as well as extra-curricular activities like kickboxing.

FIGURE 2.2
There is no general code of dress at Google. Employees wear what is comfortable
for them. In general though, it is very relaxed compared to most companies.

Building a sense of community is one of the first steps to creating a more

positive company culture. Numerous micro-kitchens dotted around the
Google campus are one way the company helps to bring people
together.Break-out spaces give people a spot to grab lunch. This not only
builds community, but also drives efficiency (employees don’t leave the
building or spend time deciding which café to go to) and creates more
opportunity for innovation. According to Bock, conversations in the breakout
zones are usually about work – products, users and new ideas.

 At Google, paying attention to how employees work and helping them

correct mistakes is critical. Instead of pointing out the damage and
blaming a person who caused the mistake, the company would be
interested in what the cause of the problem was and how to fix it as
quickly and efficiently as possible.
 Good ideas are always encouraged at Google. However, before it is
accepted and put into use, there is a clear procedure to confirm whether it
is a real new idea and practical or not.
 Google also prizes creativity, actively encouraging employees to innovate.
At the Google X lab, employees are encouraged to ‘shoot for the moon’
and are rewarded for their failures. Failing is seen as a learning tool, and
essential for employees to go on to bigger and better things. When the
fear of punishment or ridicule is removed, employees feel safer. Also,
people respond better when they feel they’re supporting each other rather
than attending an HR-enforced training session.
 Google’s weekly Q&A sessions act as a space to outline upcoming projects
to staff, but also for them to ask questions of upper management. Be
transparent – being honest with employees creates a culture of trust. If
everyone feels like they’re in the loop, it will help to boost cohesion.

Trust is at the core of what makes Google’s company culture so successful. In

fact, one of the biggest challenges of creating a positive culture is moving away
from a top-down style of management that sees people as inherently
untrustworthy. 

NETWORKING

The company has essentially two huge networks: the one that connects users
to Google services (Search, Gmail, YouTube, etc.) and another that connects
Google data centersto each other. The performance of the user network has
higher standards, as users will get impatient (or leave!) if services are slow. 

First, Google makes clear to all new recruits what they can expect from
becoming part of the company. “People don't come to Google to get a job, but to
gain a network and become a topic expert,” says Nick Leeder, CEO of Google
France. To achieve this ambitious objective, a lot of organisational effort has
been mounted to empower collaborators and give them more freedom to start
projects that matter to them. Having as few hierarchical layers as possible gives
collaborators the opportunity to meet and interact more freely, resulting in
natural “leaders” or “experts” emerging as a function of their role in the
formation of natural sub-networks within the company. In this “quasi-flat
organisation”, contact with the operational leadership is almost immediate, thus
injecting a lot of flexibility in the company.

Second, decision-making at Google is, at least partly, network-driven. For

instance, job-hiring decisions are highly participative, with at least four Google
collaborators co-deciding on a new hire. In addition to organising its workforce
into small, fast-paced and flexible work teams, Google also makes sure that
evaluations are transparent and network-focused: every six months, a mutual
peer evaluation questionnaire in which everyone assesses their peers leads to
public ranking where natural network leaders emerge.

In this ever-changing environment, knowing how to adapt quickly to almost daily

trends is a key asset. By encouraging individuals in their webs, Google keeps an
edge at being the network company on the Web.

PEERGROUPS

Google’s innovative “blue dot” ( also known as peer-to-peer counseling)program

encourages employees to talk to their peers when facing challenges at work.
Workers who are trained as “certified listeners” wear blue dots on their employee
IDs. The goal of compassionate listening is to allow a person to feel heard
without offering to fix anything.The steps seem simple enough—for example, ask
questions, express empathy, and avoid offering judgment or advice.

Google Help Communities Overview

The Google Help Communities are a place for Google users to ask questions
or provide feedback about Google products and services, discuss products
and services with other Google users and enthusiasts, provide tips for using
Google products and services to the community, get help from other users
and Google enthusiasts on all of the above.

Google Webmaster Help Forum is one of the best places to get advice and
recommendations on how to improve your site visibility and rankings. Google did
a good job at helping webmasters find out what you are doing wrong. There are
a few very smart people participating in forums and if you are lucky enough you
will have Google employees investigate your issue and answer your questions.

ORGANIZATIONAL CHALLENGES

Google has been struggling with internal and external criticism over the past
several years on a variety of issues, from lacking diversity in its workforce to its
work in China.

COVID-19 effect

 The search engine giant, Google has decided to freeze hiring for this year.
The company has made the strategic decision as it fights COVID-19
pandemic.
 Google is adjusting its investments in strategic areas like data centres and
marketing. The company has decided to stay focused on critical areas
where users and businesses rely on Google. The company will continue
the ongoing support to businesses where Google's growth is critical to
their success.
 The company has decided to cut down its investment in areas like data
centres, machines, and non-essential travel and marketing. The tech firm
spends billions of dollars each year to promote its products and services.

 Google employees told they can work from home till mid-2021 in
India, globally

 As the coronavirus pandemic continues to spread, Google is extending its

Work from home (WFH) option for employees until June next year
globally, including India. Google’s WFH extension is in accordance with
other MNCs extending their WFH policies as a precautionary measure.
 The Wall Street Journal reported the extension of a voluntary work-from-
home period will impact some 200,000 employees, both salaried and
contract, across Alphabet, Google’s parent—a decision that could influence
other tech companies still eyeing a January return.
5) Leadership

The COVID-19 pandemic has suddenly and dramatically upended the working
world, creating unanticipated business and leadership challenges. Many
executives currently find themselves shooting from the hip, bereft of their
usual channels to engage deeply with stakeholders and gain agreement on
the path forward.

Some of the major challenges faced by organisation are:

1. Difficult People:
There will always be people on your team, in your organization and in
your working life who are difficult to manage. The manager’s goal, as a
leader, is to handle them with grace and kindness. But during this
pandemic, employees and manager’s patience level has decreased and
the work level increased.
Overcome: Don’t Don’t feed into them. Don’t prolong your exposure to
them. Above all, don’t let them get you down.

2. Work from Home:

.
 There are some disadvantage that home working could bring. It reduced
direct interaction between colleagues and Managers. The Manager can’t
run at full speed 100% of the time and allowing some quieter moments
that help to find balance will be paramount to your success as a leader..

3. Maintaining Focus:
It is so easy to get distracted! Everyone wants something, is selling you
something, or is trying to get you to notice them. That is part of accepting
the role of leadership. Your job is to not get distracted by the shiny
objects and to remain focused on the end game. You have a team to lead,
a product to deliver, or a project to complete—make your plan, keep your
head down and maintain focus.

4. Communication Problem:
Inevitably someone is going to reply all to an email that they shouldn’t
have, a team member isn’t going to get the deadline straight, or someone
just isn’t going to get the memo all together. Communication issues are
probably your number one stressor as a leader. Practicing your skills at
being clear and brief will benefit the entire organization.

5. During transitions:
There are many ways in which a group can be in transition. It may go -
because of a grant or because of other circumstances - from a loosely
organized, grass roots collective to a much more formally structured
organization. It might grow quickly...even too quickly. It might be losing
some key people, or changing leaders. One of the most difficult tasks a
leader faces is trying to keep a group stable through a period of change.

They tackled this challenge the same way they improve their search results;
by analyzing their own data and drawing their own conclusions

In the process, they developed the PageRank technology (now proprietary to

Google), which ranks the quality of each web page using a complex
calculation of link structure based on the linkages among web pages. Their
confidence in their invention was so high that when selecting a name for their
company they picked up a modification of a mathematical term (GOOGOL,
which is the name of the number represented by 1 followed by 100 zeroes).
In doing so, they indirectly conveyed the company’s unique vision to
organize and procure ‘infinitely’ large amounts of information for users, and
possibly make as much money.

6) Mentorship :

This is a brief guide on pursuing and maximizing mentoring relationships

based on my conversations with some of Google’s current and former senior
leaders and "Greyglers".

1. One-off conversation or an ongoing relationship? Give thought to the

type of mentoring you need given the questions or goals that you have or the
challenges you face. Mentoring can come in many forms, from an occasional
ad hoc conversation to a deep ongoing relationship where the mentor is an
active advocate for your interests. Your needs will certainly influence who
you approach and how you approach them.  
2. Define your mentor’s ideal profile. Consider the qualities and
experience that are likely to be most valuable in a mentor. Must s/he know
something about you or your specific job or field? What kind of personality
meshes best with your own? Should s/he have significant mentoring
experience? Ultimately, the ideal mentor may or may not come from within
your immediate circle.    
3. Consider multiple mentors. Ben Fried, Google’s Chief Information
Officer, shared some advice that he’s received and followed with good
results:
"Have many mentors. Choose different people that can help you with a
specific topic or a specific problem or a specific place in your career, as
opposed to having one mentor who will help you with everything.   The
people who I respect for their software engineering ability are not necessarily
the people who I respect for their management ability or for their ability to
write well. I try to turn to experts in each category."
4. Be reasonable in your expectations for a “commitment”. This came
up in several of my conversations. The leaders that I spoke with were all
open to one-off mentoring sessions (time permitting). None, however, were
open to signing up for any extended mentorship if they didn’t have some
kind of pre-existing connection with the prospective protégé.   
5. Jump on opportunities. Opportunities to get advice or to establish a
connection with a prospective mentor can come up quickly. Be prepared to
grab them.

A former Google leader and current CEO of another company encourages

people who need some quick guidance to seize the moment:  

"[Mentoring] has to evolve out of some serendipitous dynamic that

occurs. For example I went to an offsite that was 30 miles away.  At the last
minute, I drove somebody and, from that, we started a mentoring
relationship."  
6. Be prepared to guide the discussion. Do the work - don’t make your
mentor do the work. Have an agenda and keep it focused largely on
yourself.  Don’t simply say “Tell me about your career and how you got to
where you are now”. Your mentor’s career may come up in your discussions
but it should come up as part of the specific career questions you have and
the specific challenges you are facing. And don’t just toss a great big open
7) Negotiation:
EXPANSION STRATEGY OF GOOGLE THROUGH COMPANY AND
PRODUCT ACQUISITIONS

Diversification is an effective business strategy of Google because it has allowed

the company to create new markets and retain existing customers or users,
thereby creating a general consumer base of Google-dependent Internet users.
Furthermore, diversification has enabled the Internet giant to position itself as a
one-stop venue for all Internet-related needs.

Google has successfully expanded its Internet empire through several large-scale
acquisitions.

REVENUE STRATEGY OF GOOGLE THROUGH ONLINE ADVERTISING

Online advertising is at the core of Google. The Internet giant generates billions
of dollars from advertisers that buy or place advertising spots on varied online
platforms through different agencies or ad networks. Note that more than 90
percent of the total revenue of Google comes from online advertising.
Google Stakeholders

Google’s stakeholders are diverse because of the company’s wide array of

products. The company’s diversification includes its original products, such as
Google Search, as well as recent products like Google Glass and Google Fiber
Internet and cable television service. The firm’s stakeholders come from
different groups impacted through these varied businesses. The company’s
current CSR efforts are comprehensive and satisfactory, based on
international standards and expectations. Still, there is room to improve
these CSR efforts to make Google a stronger contender in the international
arena.

Google’s Stakeholder Groups

Google

Google has many stakeholders, but they can be grouped based on shared
interests. Many of the company’s CSR programs are directed toward these
stakeholder groups. Google considers the following as the most significant
stakeholders:

Users: Google’s Top-Priority Stakeholders: Users are individuals and

organizations that use Google’s products. In general, these stakeholders do
not necessarily pay the company. For example, users include people who use
Google’s search engine and Chrome.

Employees: Employees are the second priority among Google’s

stakeholders. For example, many workers want to work for Google because
the company is perceived as one of the best firms to work for. This
stakeholder group is because they define the company’s capabilities, such as
the capability to innovate rapidly.

Advertisers and Other Customers: Google’s success is based on the

ability of the firm’s CSR efforts to satisfy the needs of advertisers and other
customers as a stakeholder group. Advertisers and other customers are an
important stakeholder group because they directly determine Google’s
financial performance.

Investors: Since it went public in 2004, Google now considers investors as a

major stakeholder group influencing CSR activities. Investors are interested
in ensuring that Google grows its profits. Investors are important
stakeholders because they determine the availability of capital that the
company uses in its business.

Government: Governments are a major stakeholder group. They affect Google

through regulations. The company deals with many governments because its
business is global. These stakeholders are important because they can approve
or prohibit Google’s business operations in their jurisdictions.

Communities: Communities are also stakeholders in Google’s business.

Communities are interested in direct or indirect benefits that they get from
the company.
Conclusion:

Google has been criticized for engaging in seemingly disparate product development
efforts in different industries and markets. Through its intensive growth strategies and
generic competitive strategy, Google’s wide variety of products helps in building its
dominance in the global market. However, to improve its strategic alignment, Google can
first focus on ensuring the profitability of more of its current products before entering
new businesses.

The Ford motor company is growing profitable global automotive company. It is

streamlining and globalizing operations, to introduce more products that customer really

want and value. It has aggressively restructured its operations to match production to

demand, and it has shifted to a more balanced product line up offering the highest quality,

safety, and value and fuel economy.

Amazon has developed an unprecedented customer support only in the span of last 15
years with its unique business model of online business. This not only allows the
company to have a cutting edge advantages over the competitors but also makes it a cost
leader in its business. It overpasses all the supply chains to reach to the consumers
through it innovative e-commerce approach. This allows the company to have a control
over its distribution channel and so is able to cut down the prices of its products. The
company hires the distribution channels and warehouses in the areas where the cost of
dumping inventory is extremely low and forward it’s saving to the consumers in the form
of the competitive prices. But, Amazon needs to keep focusing on the research and
development of better and more innovative way of serving to the customer, which will
not only maintains its market leadership in the online business but also allows it to be all
time favorite to millions of its loyal customers around the globe.