This link has been bookmarked by 118 people . It was first bookmarked on 02 Mar 2006, by Joel Liu.
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pearl tGetting the most out of knowledge workers will be the key to business success for the next quarter century. Here's how we do it at Google.
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Michel Bauwenshow to manage knowledge workers
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At Google,
the role of the manager is that of an aggregator of viewpoints, not the
dictator of decisions. -
One of our not-so-secret weapons is our ideas mailing list: a
companywide suggestion box where people can post ideas ranging from
parking procedures to the next killer app. The software allows for
everyone to comment on and rate ideas, permitting the best ideas to
percolate to the top.
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problem is the not-invented-he
re syndrome -
engineer is always convinced that he can build a better system than the existing ones, leading to the refrain "Don't buy it, build it
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michel ranThe way Google works. The way every organisation should work. By learning and creating.
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bandrisBy Eric Schmidt and Hal Varian
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Anant ShivaGetting the most out of knowledge workers will be the key to business success for the next quarter century. Here's how we do it at Google.
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At google, we think business guru Peter Drucker well understood how to manage the new breed of "knowledge workers." After all, Drucker invented the term in 1959. He says knowledge workers believe they are paid to be effective, not to work 9 to 5, and that smart businesses will "strip away everything that gets in their knowledge workers' way." Those that succeed will attract the best performers, securing "the single biggest factor for competitive advantage in the next 25 years."
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Sascha M.Google's CEO details his company's 21st century organisation and management. Very interesting and hopefully to be adopted by more and more companies.
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roysightGetting the most out of knowledge workers will be the key to business success for the next quarter century. Here's how we do it at Google...
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David R. SmithCheers! ... brought to you by
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Personally celebrating 20 years; "Helping Corporate Leaders & Winners Continue to Succeed"
>>> Specializing in Enterprise Project Management and E-PMO, PMP, PCO, Programme & Portfolio Management experti-
Google: Ten Golden Rules
Getting the most out of knowledge workers
will be the key to business success for the next quarter century.
Here's how we do it at Google.
By Eric Schmidt and Hal Varian
Newsweek
Updated: 11:33 a.m. ET Dec. 2, 2005
Issues 2006 - At google, we think business guru Peter Drucker well understood how to manage the new breed of "knowledge workers." After all, Drucker invented the term in 1959. He says knowledge workers believe they are paid to be effective, not to work 9 to 5, and that smart businesses will "strip away everything that gets in their knowledge workers' way." Those that succeed will attract the best performers, securing "the single biggest factor for competitive advantage in the next 25 years."
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M GHorrendous self-puffage from Google about their 10 great rules for management. Via Newsweek.
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Getting the most out of knowledge workers will be the key to business success for the next quarter century. Here's how we do it at google.
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Tom Hemingwaygoogle's ten rules for getting the most out of knowledge workers
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# Hire by committee. Virtually every person who interviews at Google talks to at least half-a-dozen interviewers, drawn from both management and potential colleagues. Everyone's opinion counts, making the hiring process more fair and pushing standards higher. Yes, it takes longer, but we think it's worth it. If you hire great people and involve them intensively in the hiring process, you'll get more great people. We started building this positive feedback loop when the company was founded, and it has had a huge payoff.
# Cater to their every need. As Drucker says, the goal is to "strip away everything that gets in their way." We provide a standard package of fringe benefits, but on top of that are first-class dining facilities, gyms, laundry rooms, massage rooms, haircuts, carwashes, dry cleaning, commuting busesâjust about anything a hardworking engineer might want. Let's face it: programmers want to program, they don't want to do their laundry. So we make it easy for them to do both.
# Pack them in. Almost every project at Google is a team project, and teams have to communicate. The best way to make communication easy is to put team members within a few feet of each other. The result is that virtually everyone at Google shares an office. This way, when a programmer needs to confer with a colleague, there is immediate access: no telephone tag, no e-mail delay, no waiting for a reply. Of course, there are many conference rooms that people can use for detailed discussion so that they don't disturb their office mates. Even the CEO shared an office at Google for several months after he arrived. Sitting next to a knowledgeable employee was an incredibly effective educational experience.
# Make coordination easy. Because all members of a team are within a few feet of one another, it is relatively easy to coordinate projects. In addition to physical proximity, each Googler e-mails a snippet once a week to his work group describing what he has done in the last week. T
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At google, we think business guru Peter Drucker well understood how to manage the new breed of "knowledge workers." After all, Drucker invented the term in 1959. He says knowledge workers believe they are paid to be effective, not to work 9 to 5, and that smart businesses will "strip away everything that gets in their knowledge workers' way." Those that succeed will attract the best performers, securing "the single biggest factor for competitive advantage in the next 25 years."
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At google, we think business guru Peter Drucker well understood how to manage the new breed of "knowledge workers." After all, Drucker invented the term in 1959. He says knowledge workers believe they are paid to be effective, not to work 9 to 5, and that smart businesses will "strip away everything that gets in their knowledge workers' way." Those that succeed will attract the best performers, securing "the single biggest factor for competitive advantage in the next 25 years."
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At google, we think business guru Peter Drucker well understood how to manage the new breed of "knowledge workers." After all, Drucker invented the term in 1959. He says knowledge workers believe they are paid to be effective, not to work 9 to 5, and that smart businesses will "strip away everything that gets in their knowledge workers' way." Those that succeed will attract the best performers, securing "the single biggest factor for competitive advantage in the next 25 years."
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At google, we think business guru Peter Drucker well understood how to manage the new breed of "knowledge workers." After all, Drucker invented the term in 1959. He says knowledge workers believe they are paid to be effective, not to work 9 to 5, and that smart businesses will "strip away everything that gets in their knowledge workers' way." Those that succeed will attract the best performers, securing "the single biggest factor for competitive advantage in the next 25 years."
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