...Running head: FINANCIAL MANAGEMENT Financial Management: Comparing Google’s Business Model/ Financial Management with Microsoft By: Zanthe Gillison Strayer University Financial Management: Comparing Google’s Business Model/ Financial Management with Bing Google is doing bigger and better things in the world of internet media searching. Despite the challenges with other big names in Internet technology, Google and Microsoft have still remained to be leaders. In this paper, I will show comparison views of Google’s business model and financial management with Microsoft’s launch with Bing. Taking a look into Google and Microsoft core business, leading products and services, management and leadership styles, and innovation track record we will have the opportunity to compare the two businesses in and appendix. Google is known to be the leading internet media website’s in the world. Google and Microsoft are well-known internet information websites. Although, Microsoft is in business for more than searching the internet, Microsoft is known to be the world’s leading producer and marketer of computer software. Google’s product line and services are for Google products only. Google’s products include services that will enhance your desktop features such as Google Chrome and Google desktop which is an organizational tool that gives the customer the option to design and edit photos, organize personal and business information, search, and communicate with...
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...Google, a leader in Internet information searching, is being challenged by other big names in Internet technology. Compare and contrast Google’s business model and financial management with Microsoft’s, which launched Bing. Access Google and Microsoft’s annual reports and financial statements at their Websites. In addition to the text, you may access some other sites and or sources to understand the how to analyze an income statement and a balance sheet. For example, the following sites can provide guidance: Understanding the Income Statement at: http://www.investopedia.com/articles/04/022504.asp Reading the Balance Sheet at: http://www.investopedia.com/articles/04/031004.asp However, if these sites are not available, there are other sites that can be accessed that will provide sufficient information and guidance. Write a 7-8 page paper in which you: Calculate or identify from each company’s most recent annual report the six (6) specific financial ratios listed and provide as an appendix to the paper. Liquidity measurement ratio: Current ratio Profitability indicator ratios: Return on assets Return on equity Debt ratio: Debt ratio Operating performance ratio: Fixed asset turnover ratio Cash flow indicator ratio: Dividend payout ratio Investment valuation ratio: Price / Earnings ratio (If you need help with ratios you could access Web sites that provide guidance such as: http://www.investopedia.com/university/ratios/ However, if this site is not available...
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...innovative management structure. Since the beginning of Google in September 1998 the co-founders Larry Page and Sergety Brin has brought Google into the future and has expanded their organization to more than 20,000 employees. A Google management team embodies the most experienced professionals in the world (Management team). Organizing Google’s business and management teams is a continual effort. To manage Google’s resources requires different management skills. These skills are a process of management organization. Organizing is the gathering of resources needed to achieve the goals that have been developed by the company. Resources for the organization to consider are the human resources, financial resources, knowledge resources, technology resources. A consideration for Google’s management is organizing the delineation of job responsibilities and out-sourcing the resources for those job-related tasks. Google’s management must organize the organizations resources globally before implementing their business plan. Organizing can help with integration of a plan to combine resources to accomplish the company’s goal. Google’s organization is global therefore; they cannot work in a silo. By organizing the functions of management Google is capable of capitalizing on their management team’s experience. Google is not new to knowledge management although knowledge management has changed in the age of the Internet it is still an apart of organizing a company. Knowledge management is a...
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...to work for in both 2007 and 2008. The main reason for this employee admiration is Google’s cross-functional organizational structure, which the company maintains though stellar leadership and innovative management techniques. 1. History o Founded in 1998 by Larry Page and Sergey Brin, Google has always operated on the motto, “Don’t be evil.” This moral code helps to guide employees because Google only holds them accountable to management to a degree. To keep the spirit of innovation the company was founded on, Google employees are mostly accountable to themselves. They have the freedom to spend 70 percent of their time on current assignments, 20 percent on related projects of their choosing, and 10 percent on new projects in any area they desire. Features o The “70-20-10 rule” represents a managerial guideline, but it also authorizes the employees to take risks. Google executives encourage employees and managers to work directly with each other, instead of through more formal channels. The executives work closely with employees and other departments in a form of cross-functional management. Google’s open communication contributes to the organizational structure and their idea policy is one of the most substantial managerial features. It gives the staff a sense that they contribute to the company’s business objectives. Function • Instead of setting goals for them, Google’s management helps their employees meet the objectives that the employees set for themselves. The...
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...Google’s Organizational Behavior and Communication Lisa Delgado COM/530 Communications for Accountants April 16, 2012 Ismael Hau-Rosa Google’s Organizational Behavior and Communication Google, Inc., a worldwide renowned search engine company that offers an array of project applications, including Internet search, cloud computing, and advertising, uses its espoused values to align with its enacted values. Google understands that the communication within its organization is strongly determined by their organizational culture. In developing a very distinctive and influential culture, such as Google’s, it allows their employees to be innovative and creative and they embody the company’s values and share the same aspiration for an unlimited amount of information. Since Google began in 1996 and became incorporated in 1998, Google’s mission is “to organize the world’s information and make it universally accessible and useful.” Google’s espoused values have been an intricate principle for the company because it has created a high standard of how top management envisions how the company should run. Google clearly presents its values with allowing casual dress code and encouraging employees to communicate upwardly with upper...
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...Garvin’s article How Google Sold Its Engineers on Management describes Google’s unique approach to management. Google prides itself with having the best, most highly satisfied employees in the industry. A majority of its employees are engineers that prefer spending time creating and building, which makes it difficult for management to exist. Many of Google’s employees are also highly independent and do not like being micromanaged. Garvin (2013) described a 2002 experiment where Google made their organization flat, eliminating engineering managers, the company realized that managers do more than just manage projects. Managers contributed to the company, “by communicating strategy, helping employees prioritize projects, facilitating collaboration, supporting career development, and ensuring that processes and systems aligned with company goals” (Garvin, 2013, para. 2). Google then created a people operations department in charge of performance reviews and creating the Google company survey. The people analytics group was created one year later which set out to collect data and in an evidence-based manor to solve problems in the organization. Having been data-driven in every other department in their company, Google wanted their human resources department to use the same approach. To contribute to the data-driven change, Project Oxygen was born. Project Oxygen set out to prove that managers don’t matter, in order to find that mangers do matter. People analytics examined the Google...
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...styles encourage and promote employee involvement, problem solving, and decision making. The type of communication that develops between management and the employees is controlled by the leadership style and is the basis for everything that happens at Google. Leadership Styles Affect on Group Communication Leadership styles affect communication; they can slow down the process or distort the information employees need to do their jobs. Participative, visionary, and transformational leadership styles tend to promote openness and encourage creativity, innovation, and ideas. Charismatic leadership, tends to inhibit group communication that does not promote the leader’s idea and autocratic leadership ignores communication altogether. Transformational leadership promotes communication because the success depends on the creation of a shared vision. This shared vision is accomplished by effective communication of goals and ways to achieve them. This communication also motivates and adds enthusiasm to the group (Robbins & Judge, 2011). Transformational style leadership seen at Google today has been there since the beginning, in 1998. Google embraces a culture where everyone is comfortable sharing ideas and opinions (Google, Inc.). Much of Google’s success can be attributed to the transformational leadership in place within their management. Charismatic leadership discourages group communication because the communication it encourages is that which will...
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...style and pe (Batelle, December 1, 2005). Eric Schmidt became the Chairman/CEO of Google in 2001 (Batelle, ¶ 1) and has instituted a 70/20/10 policy regarding how employees spend their time working (Batelle). The business resource management model gives the employees the ability to set their own goals, change the parameters of their job when needed while maintaining focus on the Google mission. Introducing the 70/20/10 policy created an open line of communication between all employees across all departments within Google (Logan, June 2, 2008, p. 1). Although the organizational structure begins with Chairman and CEO Eric Schmidt the company’s daily activities are the responsibility of the employees. Instead of Google setting the goals for the employees, Google allows the employees to set their own goal (Logan, p. 1). Allowing employees to manage their own productivity within the parameters of the Google mission, places managers in the role of leaders who provide inspirational guidance and direction for the goals set by the employees themselves. The 70/20/10 method of management is clearly visible throughout Google. Understanding the management style of Google’s leaders help a person understand how the organization’s functions influence the Google’s structure. Because employees are able to contribute to the leadership process the individual functions of Google display the same characteristics. Each department contributes to the same mission, each having an equal part in how...
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...Introduction Managing human resources effectively has become vital to organizations within the modern and fast‐paced business environment, more so as the economy the world over converge into a synapse of globally connected and interdependent sectors aimed at preserving and creating knowledge1 rather than products and services alone. The novelty in the market today demands innovation2 and trust3 more than mere comparative analysis of sales and market share, and the hierarchy of the centre and periphery model is evolving into a different paradigm. Human Resources specialists are more important in business strategies today for this very change in market dynamics – more so in the present economic situation of a global recession and downturn across industries and sectors. The focus has turned on HR Department at every organization – the survival lines are running drier with every passing week at the trading markets the world over, and the aim is not only to see through the recession, but more importantly4, to ensure employees are still committed to the organization. HR development acts as the mentor5 to its employees – guiding, training and educating them in the way of the industry and the organization. Well trained and competent employees, who are able to showcase themselves and their organization to the customers in a more effective manner, help in increasing customer satisfaction and overall clientele...
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...Who’s Really in Charge This paper will examine the leadership styles and qualities used by the Google Company and the management styles of Christophe Bisciglia as well as analyze situational leadership. This paper will also explore Google’s 20 percent time program and how effective it is. In reviewing this paper it will be determined what type of leadership style Google is using and the impact the style has on their organizational performance. Leadership Styles and Qualities of Google Management and Christophe Bisciglia The leadership style of Google management appears to be more participative leadership. The leadership style empowers and encourages employees to have innovative ideas and to implement those ideas. Google has a way recruiting the best employees and giving them the freedom to exercise their creativity. Baldwin, H. (2012). Bisciglia on the other hand uses more an autocratic style of leadership. Bisciglia had a large amount of students and he would use his entrepreneurial skills to get a team of volunteers together to work with college interns and develop the curriculum. Basciglia asked several colleagues to use their 20% time to help him teach the curriculum to the interns. This idea was so popular students couldn’t wait to sign up. Basciglia, know how to get the right people to help him get the job done, but it appears he maintained most of the authority as the lead teacher incorporating his ideas. More Effective Leadership ...
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...Business Partner Competencies in this Case Analysis 1.0 Background on your Company (Type the Company’s background in 3 paragraphs.). Tip: See the “about us” or company information portion of the company’s website or other source. Keep track of all your sources. They are to be included in Section 10 of this report. The creation of goggle’s company starts in 1996 between two smart students of Stanford University, Larry Page and Sergey Brin. They first try to understand the importance of web pages for people. Their aim was to find the best and faster way to connect people with all information. The company was founded in September 1998, they offer results from a huge amount of Web pages. The results are based on a proprietary algorithm. Google’s technology for ranking Web pages is called PageRank http://www.hoovers.com/company/Google_Inc/hsrfri-1-1njht4-1njfaq.html The company growth gradually because of the index of the Websites and other online content that they made it accessible through their search engine to everybody who has access to internet. The company offers different types of useful search. Today, Google operates the leading Internet search engine, by offering very precise search results from actually billions of Web pages. The company is generating its revenue by selling online advertising. The company primarily focuses on the areas which includes search, advertising, operating systems and platforms and enterprise. The earch area consists of a vast index...
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...NYTimes.com March 12, 2011 Google’s Quest to Build a Better Boss By ADAM BRYANT Mountain View, Calif. IN early 2009, statisticians inside the Googleplex here embarked on a plan code-named Project Oxygen. Their mission was to devise something far more important to the future of Google Inc. than its next search algorithm or app. They wanted to build better bosses. So, as only a data-mining giant like Google can do, it began analyzing performance reviews, feedback surveys and nominations for top-manager awards. They correlated phrases, words, praise and complaints. Later that year, the “people analytics” teams at the company produced what might be called the Eight Habits of Highly Effective Google Managers. Now, brace yourself. Because the directives might seem so forehead-slappingly obvious — so, well, duh — it’s hard to believe that it took the mighty Google so long to figure them out: “Have a clear vision and strategy for the team.” “Help your employees with career development.” “Don’t be a sissy: Be productive and results-oriented.” The list goes on, reading like a whiteboard gag from an episode of “The Office.” “My first reaction was, that’s it?” says Laszlo Bock, Google’s vice president for “people operations,” which is Googlespeak for human resources. But then, Mr. Bock and his team began ranking those eight directives by importance. And this is where Project Oxygen gets interesting. For much of its 13-year history, particularly the early years, Google has taken...
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...TABLE OF CONTENTS Page INTRODUCTION 3 BODY 3 Diversity Management 4 Ethical, Social, and Legal Responsibilities 5 International Business 5 General Planning & Strategic Planning 6 Organizing Work and Synergism 6 Organization Structure and Chart 7 Work Team Utilization 8 Staffing 8 Employee Training and Development 9 Motivating Employees 9 Leadership and Management 10 Managing Conflict and Stress 11 Managing Change 11 Controlling 12 Appraising and Rewarding 13 Operations Management and Plans 13 Operations Control 14 CONCLUSION 15 REFERENCES 16 INTRODUCTION September 27th marked the twelfth birthday of search engine empire Google. This “easy to use, searchable directory” (Goldman, 2008) initially operated out of a couple of dorm rooms and a garage serving Stanford University’s needs. Now, the monster processes over 150 million searches a day—a number that grows with every day that passes, has about 10,000 employees and is headquartered out of their “Googleplex” in Mountain View, California. Co-founders Larry Page and Sergey Brin baptized their baby with the name Google which derives from “googol—a mathematical term for a 1 followed by 100 zeros” (Corporate Overview...
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...industry: Internal Reason: Management style: Google’s management style is pretty famous during the whole America. In addition to the flat management structure and excellent training programs, as long as you can finish the task you are assigned, you can basically do whatever you want or whenever you want…In the case, Scott also mentioned that in the office you can bring your dog with you or you can easily talk to anyone for fun….I really like this management style, because it’s not only reduce the barriers between employers and employees, which will enhance the effective communication, but also provide a more free working atmosphere that can positively encourage employees to work closer and most efficiently. External Reason: Technology Advances: Google is the first company to use an algorithm to get the search results. And Google also develops many new advertising techniques like Adword, AdSense and etc….Hence, I think the most advance technology Google has is one of the most important factors that makes Google become so popular worldwide. Of course, there are other factors like second-mover advantages, customer-value based service that help Google became so successful, but the previous two factors, in my opinion, play a crucial rule here. However, despite those early successes Google has achieved, there are some challenges nowadays that Google need to face. The first one is the consensus decision make style might become more difficult, especially after Google’s nowadays rapid growth...
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...According to the Society for Human Resource Management, “The right total rewards system—a blend of monetary and nonmonetary rewards offered to employees—can generate valuable business results” (Heneman 1). This paper will explore how successful total rewards management systems and the correct implementation of it allowed two top companies achieve success. Total rewards management as we know it “encompasses not only compensation and benefits but also personal and professional growth opportunities and a motivating work environment” (Heneman 3). Hoovers.com states that internet search engine giant, Google, historically reports year-after-year revenue and net income growth. The total rewards management system is world renowned and the successful implementation of it is reflected in Google’s financial reports and consistent awards and recognition. The second company under the scope is US based retailer Costco which sells a variety of products from household appliances to bedding and groceries (Datamonitor.com). Costco Wholesale Corporation is often held up as a retailer that does it right, paying well and offering generous benefits according to Ann Zimmerman in her article Costco’s Dilemma: Is Treating Employees Well Unacceptable for a Public-Traded Corporation (Wall Street Journal). The conclusion will be drawn that both Google and Costco’s are leaders in both of their total reward management strategies and the implementation of it. But how? How did Google and Costco get to...
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