Google's Project Oxygen began with a major dilemma raised by executives in the mid 2000s: do supervisors make a difference? The theme created a multi-year research that at last prompted a project, built around eight key traits, intended to help Google workers turn out to be better managers. By November 2012, the system had been set up for quite a long while, and the organization could indicate measurably critical changes in administrative effectiveness and execution. Now Google guys were pondering: how could Google expand on the achievement of this task, stretching out it to senior pioneers, groups, and different bodies while endeavoring to make genuinely great managers?
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