Nishant Seth (20140232)

PGDM (2014-2016)
ASSIGNMENT (END-TERM)
(Organizational Behavior)
The first case I am writing is about Leadership of Arsene Wenger at Arsenal F.C., which is
a London based football club and how magnificently he has managed the club ever since he
has taken the charge. I have chosen to write a case on leadership of Arsene Wenger simply
because I am a huge arsenal fan and a fan of Arsene Wenger. I think it is simply
remarkable that how he managed the club with the limited resources he had and able to
compete in the league with the top teams. As future mangers I think we all should learn
from him.

Arsene passing on instructions to his players

THE WENGER YEARS- OVERVIEW: Arsne Wenger arrived at Highbury in October 1996 after
notable success at Monaco and a stint in charge of Japanese side Grampus Eight. He was the Clubs first
boss from outside the UK.Arsenal finished third that season but the new manager would officially
announce his arrival in his first full campaign at the helm. At one stage in 1997/98 the Gunners trailed
leaders Manchester United by 11 points. However, imperious form throughout the second half of the
campaign saw Arsenal crowned Premier League champions with two games to spare. Within two weeks,
the Gunners had added the FA Cup, securing the Double in Wengers first full season in charge.

As well as transforming Arsenal on the pitch, the new manager set about revolutionising his players lives
away from the pitch, implementing cutting-edge training regimes and dietary systems. The Frenchman
was meticulous in his squad construction, adding the likes of Patrick Vieira, Emmanuel Petit and Marc
Overmars to a team already boasting Arsenal institutions like David Seaman, Tony Adams and Dennis
Bergkamp. Another Highbury stalwart who continued to flourish under Wenger was Ian Wright. Already
closing in on Cliff Bastins all-time goalscoring record when the Frenchman arrived, Wright finally scored
his magical 179th goal against Bolton Wanderers on September 13, 1997. In the end, perhaps Wengers
finest signing to date Thierry Henry - would eclipse Wrights tally a little over eight years later.
Henry signed in August 1999, after Arsne Wengers side had been denied back-to-back titles by one
point by Manchester United in the previous May. At first, the Frenchmans ability to adapt to the roughand-tumble of the Premier League was questioned, but after failing to score in his first eight games, the
former Juventus star plundered an impressive 26 goals that term. Final defeats in the 2000 Uefa Cup and
2001 FA Cup meant that Henry was still without any Highbury silverware. But not for long.
In 2001/02, Arsne Wengers side would surge to a spectacular Double, finishing seven points clear of
Liverpool in the Premier League. They sealed the title with a win over Manchester United at Old Trafford,
just days after dispatching Chelsea 2-0 in the FA Cup Final. Despite lifting the FA Cup once more in
2002/03, back-to-back titles would again elude the Gunners. But they made up for that disappointment in
the season that followed, completing an unbeaten title campaign and going on to eclipse Nottingham
Forest's long-standing run of League games without defeat. Played 49, Won 36, Drawn 13, Lost None that Arsenal side was truly 'Invincible'.
Wenger had conquered England but Europe still evaded him. A Quarter-Final defeat against Chelsea in
2004 matched the closest Wengers Arsenal had come to the biggest prize in European football but that
would all change in May 2006 when they went all the way to the Champions League Final in Paris. In
between they claimed another FA Cup triumph, beating Manchester United in Cardiff in 2005. Arsenal
were quickly becoming one of the most revered sides in Europe. And they underlined their ambition when,
in February 2004, construction began on the Gunners' new state-of-the-art home at Ashburton Grove, a
stones throw from Highbury. The new Emirates Stadium officially opened its doors in the summer of 2006
- a bold step into the future for a Club with a glittering past.

WHAT MAKES ARSENE WENGER DIFFERNET FROM OTHER MANAGERS:

1. Efficiency: The BBC noted during the 10th anniversary of Wengers managerial career at Arsenal that
Jose Mourinho had spent more money, in just under two years, than Wenger had spent in his entire 10year career at Arsenal.
2. Vision: Part of the reason why Wenger has been successful consistently is not unconnected to his
being a visionary. But besides this, he knows how to bring his vision to life.It is one thing to possess an
idea; it is another to know how to execute it. being a visionaryis what makes Wenger one of the best in
the field, certainly of the English Premier League if not the very best here.
3. Team Building: Wenger has maintained top-four position consistently with resources that are less than
what Ferguson at Manchester United and managers at Chelsea and Liverpool have enjoyed.This is down
to his ability to build teams over and over again despite constantly losing his top players either by force of
circumstances or by the demand of finance.
4. Nurture: He breathes meaning into the word manager, the implication of which is lost on some
managers like Mancini, who acquire and discard players with impunity.

5. Progressive: At a time where a number of teams favored the ultra defensive 3-5-2, Wenger changed
the formation of the team (known then as boring Arsenal) to an attacking 4-4-2, which in reality was a 4-23-1 of a kind, where the second digit represented the two central midfielders, the third, the two inwardtending wingers (outside midfielders) and the supporting striker cum creative midfielder, and the final digit,
the most advanced striker.

6. Success: Arsenal still are the third most successful club in the history of English football, behind
Liverpool and Manchester United, and a great deal of this success has happened in the last decade and
half under Wenger.If, as it is hoped, more resources become available to Wenger for transfers, it requires
little imagination to suppose that the perch can yet be reclaimed.

7. Principle: Wengers principle of development and financial prudence is informed by the philosophy
that building a particular way of playing football from the academy upward is bound eventually to yield
fruit. Wengers determination to see through his conviction and philosophy in the face of severe criticism
is one of the factors that make him one of the worlds best. The short-sighted fans who bay for his blood
as a matter of routine may not see it; It, however, doesnt matter.

LEADERSHIP LESSONS FROM ARSENE WENGER:

1. Make your name synonymous with your brand: Who?
That was the headline in the Evening Standard when Arsne Wenger arrived in London in 1996 following
two years in the managerial wilderness at Japanese side Nagoya Grampus 8.
Now it is Wenger who defines Arsenal. He immediately replaced the card schools and liquid lunches with
dieticians and acupuncturists, bringing a continental outlook to the club and developing a free-flowing,
attacking style of play. Fans under twenty-years-old haven't known the club without him, and his
association with the Arsenal brand is so strong that even a distinct lack of recent success hasn't
threatened to sever it.

2. A beautiful game is less important than a beautiful balance sheet : For the last seven seasons,
Arsenal have come about as close to winning trophies as the government has to implementing successful
economic policy but the board remains absolutely delighted with Wenger's work. When American real
estate billionaire and sports mogul Silent Stan Kroenke took a controlling stake in the club four years
ago, some suggested he might want to bring in his own man. From a financial point of view, hed have
been mad to do so. As long as Wenger continues to get the team into the Champions League, he'll be
richly rewarded. With an estimated annual salary of 9m, Le Boss currently takes home a higher salary
than Sir Alex Ferguson (8.5m). The latter, it's worth pointing out, has won four league titles, three league
cups and a Champions League since Arsenal's FA Cup victory on penalties against Manchester United in
2005. It goes to show that shareholders are generally less worried about competitors' successes if their
own bank balance is firmly in the black.

3. Invest in youth, but don't expect loyalty: Nicolas Anelka, Patrick Vieira, Kolo Toure, Cesc Fabregas,
Robin van Persie; all signed by Arsenal at a young age as virtual unknowns (Fabregas had never even
played first-team football) but all sold for many times their initial fees. Along with players like Thierry
Henry, they owe a large part of their careers to Wenger's confidence and nurturing, while he in turn has
benefited from the policy of targeting younger players - identifying a talent early is much more costeffective than trying to compete for the biggest names, especially when your rivals can out-spend you.

4. It's great to have a philosophy, but don't stick to it too rigidly: Theres no denying that Wenger's
Arsenal has produced some fine football over the years. Yet Wengers preferred formula of favouring
technical superiority over tactical pragmatism seems to fail increasingly frequently. Partly this is because

Arsenal doesn't possess the same level of collective technical ability as they once did, but it's also
because other teams have learnt how to stifle and frustrate them. Yet Wenger continues to send his team
out in the same formation, playing the same tactics, in virtually every game. It's like going out every day in
a crisp pair of suede shoes regardless of the weather forecast sure you'll look fantastic most of the time,
but when it starts raining you'll look like a berk.

5. Delegation is not a sign of weakness: In 2006, Wenger hired former Arsenal defender Martin Keown
on a temporary basis to help out the coaching staff. That year, despite their defence being heavily
depleted through injury, Arsenal embarked on a record-breaking run of ten consecutive Champions
League matches without conceding a goal, leading to a dbut appearance in the season's show-piece
finale. Keown was widely perceived as being pivotal in tightening a previously leaky defence, yet his
services were not retained the following season. Arsenal have not been close to a Champions League
final since.

Arsene Wenger: Leadership

(ASSESSMENT)
This report provides an insight into the legend that is Arsene Wenger. What he has achieved with Arsenal
is exactly what every coach dreams of achieving. His passion for the game & his philosophy &
commitment for developing players is incredible. This report seeks to delve into his leadership to provide
a model of excellence for aspiration.
This report seeks to critically evaluate the leadership style to form a behavioral model of excellence for
Arsene Wenger. Applying Burns (1978) model of transactional and transformational leadership it is
proposed that Wenger is a transformational leader and this assignment will explore the cognitive and
behaviour characteristics of Wenger in relation to this theory.
Behavioural modelling is a process used within psychology to evaluate the cognitive and behavioural
characteristics of an individual (Whitfield & Davidson, 2007). Within the context of this assignment this
refers to the ways in which Arsene Wenger thinks and behaves in various situations. Kuhnert & Lewis
(1987) state that behavioural modelling may be the key to understanding the link between a leader and
their followers and applying the method to a successful manager like Wenger provides a model of
excellence which can be used by aspiring leaders.
The concept of leadership has changed and developed over time and whilst leadership and management
often overlap, they are very much two different concepts. Whilst management can be defined as the
process of directing a group to complete a task when values and principles have already been
established, leadership concerns the development of these values through establishing a vision and
providing inspiration and motivation to those who follow them. This assignment focuses on Arsene
Wengers leadership characteristics to analyse his cognitive and behavioural characteristics in relation to
Burns (1978) model of transactional and transformational leadership.

The first attribute associated with transformational leadership is charisma and Charteis-Black (2007)
suggests that a charismatic leader is someone whose followers believe in the power and attributes they
hold. It is a rare quality found in leaders who seek to establish a vision and mission to the group they are
leading (Bass, 1990). When Wenger joined Arsenal in 1996 the club had a reputation of being a highly
defensive and boring team but he had a vision of how he wanted football to be played in an offensive
manner which would seek to exploit the strengths of their players; a style which Arsenal are now famous
for throughout the world. The club have not won the Premier League since 2004 and whilst Wenger
believes the values of a club should remain the same he aimed to reinvent the club. This has seen
Arsenal win three league championships (1998, 2002, 2004) and four FA cups (1998, 2002, 2003, 2005)
under Wengers leadership, including league and cup doubles in 1998 and 2002. Despite this success
Arsenal have not won a trophy since 2005, a fact that is constantly troubling the ambitious nature of
Wenger.
The term rationality can be defined as the ability to think and act in a reliable way and remaining open to
reason through considering both sides of an argument (Fiske et al, 2010). Bass (1990) suggests this is a
characteristic commonly found within a transformational leader. Evidence suggests however that this is
perhaps the main area where Wenger goes against the model and often finds himself in a difficult
situation. Ordinarily Wenger is a calm character and even when games are threatening to boil over this is
a quality he is able to maintain. He views this as one of his strengths as he believes portraying an image
of calmness can instil confidence into this team, supporting Dafts (2008) statement that the emotions of a
leader are contagious and keeping a calm persona can portray optimism in difficult situations. This ability
however, is not limited to himself and at Grampus Eight in Japan he allowed players to take hot baths
before a game as it is thought to calm players nerves, a method which would be deemed unthinkable in
France. In this instance Wengers emotions finally got the better of him when after losing eight games he
became angry and began questioned whether the players considered themselves as professionals or not.
Perhaps the most famous instance of Arsene Wengers irrational behaviour is when he spoke out after
Eduardos leg break as a result of Martin Taylors challenge in a game against Birmingham in 2008.
Arsene Wenger quickly gave his opinion on the situation by claiming that Taylor should never play
football again (Wenger, 2008a). Wenger also claimed that this was a result teams having to rely on bad
tackles to stop Arsenal (Wenger, 2008a). These statements were later retracted by the Arsenal manager
who admitted his comments were excessive and were said in the heat of the moment (Wenger, 2008b).
One Monaco player Claude Puel claimed that whilst Wenger would occasionally become angry, pressure
very rarely got the better of him . However, in 2006 he was fined 10,000 for aggressive behaviour after
pushing West Ham manager Alan Pardew after his team were beaten one nil. Wenger accepted this fine
and on reflection admitted that he had over-reacted (Wenger, 2006).
Another characteristic of a transformational leader is providing personal attention and treating each
individual equally. This is an area Wenger would appear to excel in and although a young George Weah
felt Wenger was interfering too much into his personal life he later claimed it all paid off. Throughout his
career Wenger has always maintained an interest and personal contact with his players. When he met
with former England centre half Tony Adams to discuss Adams alcohol addiction, Wenger was highly
sympathetic and keen to listen to what he had to say (Rivoire, 2007). Growing up with his parents
running a pub in Alsace may have had an influence on this as he has seen the negative influence alcohol
can have on people. When presented to the media for the first time as Arsenal manager he protected
Adams along with Paul Merson who was also struggling with alcohol addition by refusing to comment on
the issue.

Whilst remaining a highly personal person who prefers to keep his private and work lives separate he
always ensures he takes an interest in his players lives. This enables him to understand his players and
their motivations much more clearly. It also helped him establish whether or not they buy into the culture
he has created. Much like he currently does at Arsenal, with Monaco he would ask the foreign players
about their lives back home and the happiness of their families. However, he would do this whilst
remaining enigmatic and slightly distant.
If a player made a mistake within a game he would refuse to criticise them publically or in front of the
other team members. After the 2011 League Cup Final with Birmingham he refused to blame goalkeeper
Wojciech Szczesny or defender Laurent Koscielny for their misunderstanding leading to a Birmingham
goal (Wenger, 2001d). Instead, he prefers to speak to players on an individual basis as is evident when
French international Silvain Wiltord repeatedly entered training late and Wenger took him aside for a quiet
word rather than ridiculing him in front of the group.
Unlike a transactional leader who avoids responsibility and decision making, Wenger insists that a
manager should be the only decision maker in order to handle egos at the club. This extends to the
transfer policy adopted under Wenger of unearthing young talent such as Theirry Henry, Robert Pires and
Jack Wilshere rather than spending vast amounts of money on players like Chelsea have with players like
Spanish international forward Fernando Torres. When at home Wenger likes to watch and analyse
football games and a lot of his decision making is assisted through video analysis, whether it is searching
for a new player or deciding which player should play on match days (Wenger, 2009). Therefore he
ensures he has as much knowledge as possible before making a decision and that that decision is
justified.
Bass (1990) states that a transformational leader coaches and advises their followers, unlike transactional
leadership where responsibilities are abdicated to someone else. Wenger closely follows this theory as
he conducts most of the training himself. However, he does not conduct pre-match and training warm ups
or fitness training. Warm ups are conducted by Boro Primarac who has been ever present in Wengers
team as he was relied upon to help Wenger adapt to the culture during his time in Japan. With the
amount of tasks Wenger conducts he holds a large amount of responsibility and admits that he feels
responsible for any poor team performances and defeats and after his first managerial defeat against
Lens he had to stop the team bus on the journey home to vomit .

CONCLUSION:
In conclusion, Arsene Wenger can very much be categorised as a transformational leader as he can be
seen as a forward-thinker who creates a vision and culture within the team he is leading. He is a highly
intelligent individual who immerses himself in football and strives to know everything he can about all
aspects of the game both on and off the pitch to develop his players. It can be seen however, that whilst
he remains calm in most situations there are occasions where his emotions can lead him to make
irrational decisions such as his reaction to Mark Taylors tackle on Eduardo.
Moreover he is an aspiration for the youth that anyone can learn from his leadership i.e, optimum
utilsation of resources effectively and efficiently which is the bases for manager to sustain himself in the

long term.

The second case I am writing is on Oraganisational Culture in Google inc., which is multinational
corporation specializing in internet related goods and services. The reason why I have chosen
Google is that, as in todays scenario Google has become a necessity in every work we do in
whatever field it is related to. Google is one of the best-known and most admired companies
around the world, so much so that googling is the term many use to refer to searching
information on the Web Our generation cannot even imagine internet without Google, therefore I
am choosing Google to know more about in in detail.

HISTORY: Google began in January 1996 as a research project by Larry Page and Sergey Brin when
they were both PhD students at Stanford University in Stanford, California.
While conventional search engines ranked results by counting how many times the search terms
appeared on the page, the two theorized about a better system that analyzed the relationships between
websites. They called this new technology PageRank; it determined a website's relevance by the number
of pages, and the importance of those pages, that linked back to the original site.
Eventually, they changed the name to Google, originating from a misspelling of the word "googol", the
number one followed by one hundred zeros, which was picked to signify that the search engine was
intended to provide large quantities of information. Originally, Google ran under Stanford University's
website, with the domains google.stanford.edu and z.stanford.edu.

The domain name for Google was registered on September 15, 1997, and the company was incorporated
on September 4, 1998. In May 2011, the number of monthly unique visitors to Google surpassed one
billion for the first time, an 8.4 percent increase from May 2010 (931 million). In January 2013, Google
announced it had earned US$50 billion in annual revenue for the year of 2012. This marked the first time
the company had reached this feat, topping their 2011 total of $38 billion

EVOLUTION AND LINE OF BUSINESS: The worlds most popular smartphone operating system, selfdriving cars, smart robots, and balloons that can deliver an Internet connection to remote areas are some
of Googles most interesting current projects, but they wouldnt even exist without Search. Helping people
get around online is still Googles main product and everything else it does is somehow related to search
in fact, search-related ad revenue is how Google is actually able to pay for all these other
projects. Engadget has taken a quick look at how Google Search evolved along the years, highlighting the
various cosmetic and feature changes it went through from its inception all the way to Google Now.
The publication explains that initially (from 1998 to 2001), Google.com was just about search, offering a
way to users to find answers to their questions. Starting with 2001,Google added tabs above the
Google.com search box, to offer users ways to search for other things online, including images. The tabs
stayed on and briefly crossed over Googles Gmail and Calendar to offer useful links atop those web
apps. Starting with 2007, Google added a navigation bar atop Google.com, which included links to search
items and Google apps.
The navigation bar morphed into the Google menu in 2011, which offered a slicker, redesigned user
interface ready to take users to their desired Google application and featuring a prominent placement for
Google+.Starting with 2012, Google brought a major new element to search, the Google Now virtual
assistant that debuted on Android and expanded on iOS and the desktop to deliver even more personal
search results to users.Google has further refined Google.com in the following years, by offering a
minimal navigation bar that doesnt steal the users attention. The bar however still offers access to apps
and Googles Google+ social network. Google also added voice-based search support to Google.com, as
well as quick access to favorite sites.

ORGANISATION DATA: (THIS IS THE ONLY DATA I FOUND)

Type

Public

Traded as

Class A: NASDAQ: GOOGL

Class B supervoting: unlisted
Class C nonvoting:NASDAQ: GOOG
NASDAQ-100 Components (GOOGL and
GOOG)
S&P 500 Components (GOOGL and GOOG)

Industry

Internet
Computer software
Telecoms equipment

Founded

September 4, 1998; 16 years ago

Menlo Park, California[1][2]

Founder

Larry Page, Sergey Brin

Headquarters

Googleplex, Mountain View, California, U.S.[3]

Area served

Worldwide

Key people

Larry Page (CEO)

Eric Schmidt (Chairman)
Sergey Brin (Director of Google
X and Special Projects)[4]

Products

See list of Google products

Revenue

US$ 59.825 billion (2013)[5]

Operating

US$ 13.966 billion (2013)[5]

income
Net income

US$ 12.920 billion (2013)[5]

Total assets

US$ 110.92 billion (2013)[5]

10

Total equity
Number of

US$ 87.309 billion (2013)[5]

55,030 (Q3 2014)[6]

employees

Subsidiaries

AdMob, DoubleClick, On2 Technologies,

Picnik, YouTube, Zagat, Waze, Blogger,
SlickLogin, Boston Dynamics, Bump, Nest
Labs, DeepMind Technologies, WIMM One,
VirusTotal

Website

www.google.com

WHAT MAKES GOOGLE DIFFERENT FROM ITS COMPETATORS: Google Understands What Other
Search Engines Don't
Google has reached a new milestone in its fight for total dominance over the search industry,
while Yahoo, Microsoft, and the rest try desperately to stay relevant.
According to the latest figures from Hitwise, Google now owns 70.77 percent of the US search market
and is trailed by Yahoo, Microsoft, and Ask.com, which currently own 18.65 percent, 5.36 percent and
3.53 percent of the search market, respectively. Hitwise claims Googles search market share has risen
over 10 percent in the last year and over 2 percent since last month. Some may think that Yahoo has
better results than Google, but the problem with it is that the main page is littered with extra junk that only
confuses the person looking to perform a simple search. On the other hand, Google.com features the
search bar and little else, making it abundantly clear to the user that searching is the primary function of
the site. And while other search engines may be just as easy to use, aside from Google, no other search
engine has been able to master the art of getting you to your destination as quickly as possible.
Vision and mission of google: The mission is to organize the online information and make that
information attainable for everybody. About the vision, for Google is very important to be the most famous
search engine.

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Organisational Culture:Google
(Assessment)
Google maintains its organizational culture on the simple terms of futuristic and selfless thought which is
to be shared and followed, as rightly put across by one of its founders Sergey Brin say that he actually
dont think keeping the culture is a goal. I think improving the culture is. Furthermore, as described by
Googles Chief culture officer Stacy Savides Sullivan that he would characterize the culture as one that is
team-oriented, very collaborative and encouraging people to think non-traditionally, different from where
they ever worked beforeworking with integrity and for the good of the company and for the good of the
world, which is tied to our overall mission of making information accessible to the world (Following the
strategies of the global market Google understands that the organizational culture should be modified with
accordance to the national culture making it one among the best in the industry. Which increasing
globalization, performance and values of the employees aligned with the companys strategy and
manipulate culture to achieve the organizational objective.
Organizationally, Google maintains a casual and democratic atmosphere, resulting in its distinction as a
Flat company. The company does not boast a large middle management, and upper management is so
hands on, its hard to qualify them in a separate category. Teams are made up of members with equal
authority and a certain level of autonomy is maintained.

The Google culture is probably one of the most positive, influential, all-encompassing, productivityinducing environments the world has ever seen. This sort high praise is typical from industry experts, and
there is no shortage of emulation recommendation in industry magazines.

Etzioni typology of organization are filed: (1) Coercive Organizations; (2) Utilitarian Organizations; and (3)
Normative Organization. Coercive organization is an organization whose members are trapped in
physical and economic reasons that have to abide by any regulations imposed by the authorities.
Utilitiarian organization is an organization in which the members may be possible to work for a just and
fair result is also a tendency to adhere to some rules are essential in addition to the workers preparing the
norms and rules that protect themselves. Normative Organization is an organization in which the
individual contributed to the commitment because it considers the organization is the same as the goals
themselves.

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Based on the typology proposed by Etizoni organization, then Google including Normative organization
because all members of the organization have the same vision with Google, which is trying to promote
innovation and passion to advance the organization become a leader in the world of dot-com. While the
type of corporate culture by Cameron and Quinn, Handy such as:

1.

Cultural Power (Power Culture). A source of strength that highlight core control. there are few
rules or procedures and competitive atmosphere, oriented on the power, and politically.

2.

Cultural Role (Role Culture). Work is controlled by the procedures and regulations. Role or job
description is more important than the people who fill these positions.

3.

Cultural Support (Support Culture). The goal is to bring together the right people and let them do
the job. Its influence is based more on the strength of the expert rather than personal strength or
position.

4.

Cultural People (People Culture). The individual is the main point, the company is only there to
serve individuals in the company.

Based on these types, then the prevailing corporate culture at Google is People Culture. This is stated in
the statement of Larry Page as CEO of Google, which recognizes that:

"The people behind the scene which makes Google the company it is today. We hire people who are
smart and diligent, and we prefer the ability over experience. Although Google employees share the same
goals and vision for the company, we accept all people from different backgrounds and with a diversity of
languages, reflecting the global users we serve. Outside of work, Google employees perform a variety of
hobbies, ranging from cycling to beekeeping, from playing frisbee to dance the foxtrot. We try to maintain
an open culture that is often associated with the company longer, which is where everyone is an active
contributor and feel comfortable to share ideas and opinions.
Google's culture is very informal. Googlers working in groups in a very dense, with three or four staff to
share space with couches and dogs. Corporate virtually invisible hierarchy and employees who do not
wear uniforms.

CONCLUSION:
Google created a unique work environment that attracts, motivates, and retains the best players in the
field. Google encourages employee risk taking and innovation. Googles culture is reflected in their
decision making as well. Decisions at Google are made in teams. Even the company management is in
the hands of a triad: Larry Page and Sergey Brin hired Eric Schmidt to act as the CEO of the company,
and they are reportedly leading the company by consensus.

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