Googles Project Oxygen Do Managers Matter Case Solution

Google grew rapidly after going public in 2004 and its employees increased by ten-folds. The managers with the engineering background at Google were having a hard time managing their teams without proper training. The people operations function was introduced in 2006 at Google and worked on employee-data based decision-making along with personal judgement on part of the managers in order to eliminate any bias.

Project Oxygen was a comprehensive, multiyear people management project, conceived as a result of a question raised by Google’s executives “Do managers matter?” Project Oxygen comprised of surveys, feedback, training, and rewards to help Google employees become better managers. The research undertaken by Project Oxygen showed that even the smallest incremental changes in the manager quality were extremely powerful, thus proving that good managers actually do matter.