Google, Inc
Question: (Case 1-1 Google, Inc.) Where is the company most vulnerable, from a communications standpoint?
Answer:
Introduction
To be a major competitor within the world of computer science and technology, you have to be innovative, creative, and crafty. Two of Stanford University’s very own doctoral computer science students, understood this idea all too well. Sergey Brin and Larry Page, cofounders of Google Inc. went on to do just that, by creating a web “search engine” that delivered highly accurate results with efficiency and speed. (Agrenti 2009, p. 17) With popularity and notoriety the company secured millions within a couple of years, making it highly competitive and more effective amongst its predecessor. Along with instant success came turmoil and scrutiny by U.S. and Chinese Governments.
Vulnerable Communication Prior to end 2005, Google had faced little negative press. In January of 2006, Google began to face negative rapport when they refused to provide information to the United States Department of Justice and filter “objectionable content” results that were forbidden by Chinese government (Agrenti 2009, p. 16). “The search engine giant knew bad publicity could be part of any trade-off if it wanted to become a major player in China’s burgeoning economy” (Agrenti 2009, p.16). As a result, Google was placed in a position where they had to comprise to keep from losing their position in the “engine search” market.
Conclusion
This case covers the many processes that companies/organization like Google Inc. come into play with on a day to day basis. “Adapting to changing circumstances, embracing change, being open to new ideas, and dealing effectively with ambiguity”, is what determines a company’s future. (Botha & Claassens, 2010, p. 79). These concepts are all a part of what makes or breaks a company. “To be ethical or not to be that is the question” (Alahmad, 2010, p.33)? “Management have to be sure procedures will
Answer:
Introduction
To be a major competitor within the world of computer science and technology, you have to be innovative, creative, and crafty. Two of Stanford University’s very own doctoral computer science students, understood this idea all too well. Sergey Brin and Larry Page, cofounders of Google Inc. went on to do just that, by creating a web “search engine” that delivered highly accurate results with efficiency and speed. (Agrenti 2009, p. 17) With popularity and notoriety the company secured millions within a couple of years, making it highly competitive and more effective amongst its predecessor. Along with instant success came turmoil and scrutiny by U.S. and Chinese Governments.
Vulnerable Communication Prior to end 2005, Google had faced little negative press. In January of 2006, Google began to face negative rapport when they refused to provide information to the United States Department of Justice and filter “objectionable content” results that were forbidden by Chinese government (Agrenti 2009, p. 16). “The search engine giant knew bad publicity could be part of any trade-off if it wanted to become a major player in China’s burgeoning economy” (Agrenti 2009, p.16). As a result, Google was placed in a position where they had to comprise to keep from losing their position in the “engine search” market.
Conclusion
This case covers the many processes that companies/organization like Google Inc. come into play with on a day to day basis. “Adapting to changing circumstances, embracing change, being open to new ideas, and dealing effectively with ambiguity”, is what determines a company’s future. (Botha & Claassens, 2010, p. 79). These concepts are all a part of what makes or breaks a company. “To be ethical or not to be that is the question” (Alahmad, 2010, p.33)? “Management have to be sure procedures will