Sphere of Business Activity at Google by Jessica E. Vascellaro Literature review

Sphere of Business Activity at Google by Jessica E. Vascellaro - Literature review Example Having this type of partnership with Emmis was thought that the online-advertising brainpower would make a change into the old-fashioned way of people performing business. Chad and Ryan Steelberg were teamed up with Google and Chad, in 2006, thought that because they had a technology for transmitting, scheduling, and tracking radio ads, they were going to conquer the radio. This, however, was not the case. Google pulled the plug on the multibillion-dollar business of off-line ad sales. Google misjudged the capacity of doing business without the human touch. Radio stations did not want to delve into performing business with set prices that were lower than their own prices and advertisers steered away from this endeavor. This does not mean that Google was a failure. It meant that it failed in this venture. Google, according to Vascellaro (2009), sells approximately one-third of all online ads in the U.S., by dollar amount. The radio venture was a small venture since they wanted to extend themselves to developing a successful model for selling ads linked to Internet searches through traditional media: print and television. It also retrieved from the newspaper ad-sales. It remains with the traditional media effort to sell television ads. Google claimed that they had "devoted substantial resources" to developing the radio and print ads but the impact was not as expected. Google Chief Executive Eric Schmidt stated that the efforts failed because Google did not come up w ith a good way to measure listener response. He stated that although the math was performed well on the computer, the sound had very little to desire. Some of the customers did not like the fact that Google had its limitations, such as not being able to track down if the ads were driving sales. The Steelberg brothers did not measure up with Google's engineer-heavy corporate culture. Google and DMarc did not agree upon using the human touch element. This was a terrible decision from Google's part. When humans are involved, automation does not necessarily fit the spectrum to approach and service the customers. Google erred in both instances, in the strategy formulation and the strategy implementation. Had Google delved into using the human element and approached the prospective customers using a personalized approach, different would have been the results. This would have resulted in a new approach of seeking customers by using technology and the human touch.

The Knowledge Worker and the Learning Organization Assignment

The Knowledge Worker and the Learning Organization - Assignment Example To examine the impact of Drucker’s work on the linkage between the learning organization and productivity, I use the references from a journal article by Burton Gummer as well as the textbook by Drucker to emphasize the key connections between Drucker’s work and productivity. To quote from the article, â€Å"Drucker points to six factors that determine knowledge-worker productivity: Knowledge workers must, on their own, identify the task that they are to accomplish; knowledge workers have to have autonomy; continuing innovation has to be part of knowledge work; knowledge work requires continuous learning and continuous teaching on the part of the knowledge worker; knowledge worker productivity is primarily a matter of quality of output, not quantity; and finally, the knowledge worker must be seen by management as an asset rather than a cost. The crucial question in knowledge-worker productivity is: What is the task? In manual work, the key question is always: How shoul d the work be done? In manual work, the task is always given. In knowledge work, the task does not program the worker.† (Gummer, 2000, p.11) As the above excerpt makes it clear, Drucker used sophisticated reasoning to conclude that learning organizations do indeed contribute to higher productivity as well as the role of knowledge workers is indeed paramount in propagating the way in which the mutually reinforcing loops of organizational processes and the knowledge workers contribution feed on each other.