Introduction
Management is an essential part of the maintenance of manufacturing and services; it is important to develop leadership competencies with managers because these people are responsible for dealing with the rest of the employees. Managers can establish and introduce different strategies which can be useful in terms of further employees’ satisfaction and effective work. Strategies and measures introduced to increase productivity and get feedback from the employees in terms of efficiency facilitate the development of relations between the management and employees. As suggested by Kaplan & Norton (2007), translating the vision, communicating and linking, business planning, and getting feedback and learning are basic elements of the management performance strategy. In this respect, everyone wonders how the Google corporation has managed to introduce triumvirate leadership in terms of management and potential of every separate person (Nelson & Quick, 2008, pp.432-433).
The case of Google
The triumvirate approach has been chosen eventually when two founders of Google Sergey Brin and Larry Page had recruited Eric Schmidt as none of them was able to fulfill duties of the chief executive officer introducing leadership approach, training, and other issues which make the management so important for everyday maintenance. Though the management was concentrated in hands of one person in terms of common management strategies, suchlike development of leadership competencies and ensuring a healthy work environment, it is necessary to mention that the founders of Google were engaged in engineering, product development, and technological issues. As Google grew strong it required profound management. Turk (2007) argues about the role of a manager in the company with regard to the inborn abilities and leadership. Consequently, Google has three leaders that perform the roles of three managers where Page is responsible for products, Brin deals with technological aspects and advertising, and Schmidt contributes to the day-to-day work of the company and establishes relations with news media (Nelson & Quick, 2008, pp.432). The division of responsibilities can be considered one of the main reasons for successful maintenance and management of Google; triumvirate leadership is the source of success and power because no party interferes with the area of activities of other parties, though their actions are aimed at reaching a common goal.
Another peculiar feature of Google’s success is the time allocation which presupposes that employees should divide their working hours into three parts in certain proportion where seventy percent should be spent on advertising and search, twenty percent should be allocated to other core businesses, and ten percent should be devoted to the development of ideas which can benefit the company in remote future (Nelson & Quick, 2008, pp.432). Naturally, Google is effective about both management performance and effectiveness work including efforts of all staff members and management.
Rewards and awards make the Google employees spent their time and efforts on this company only as the management encourages and motivates the talented people that can contribute to the overall success of the company. Moreover, individual ventures are not typical of Google employees because they have sufficient motivation levels in terms of benefits.
Conclusion
Planning is one of the most important parts of the management process as it presupposes establishing and introducing different strategies targeted at attaining certain goals. Triumvirate leadership can be considered a successful approach in terms of division of efforts and covering of certain strategic elements, suchlike technology, advertising, and development of leadership competencies.
Reference
Kaplan, R. S., & Norton, D. P. (2007). “Using the balanced scorecard as a strategic management system.” Harvard Business Review, Reprint R0707M, 1-14. Web.
Nelson, D. L., & Quick, J. C. (2008). Organizational Behavior: Science, the Real World, and You. Boston: Cengage Learning.
Turk, W. (2007). “Manager or leader?” Defense AT&, 20-22. Web.