Submit the final version of your paper for Final Project Two, which includes all critical elements for all three sections—profile, management plan recommendations, and conclusion—within a single document. It should be a complete, polished artifact containing all of the critical elements of the final product. It should reflect the incorporation of feedback gained throughout the course.
The 21st century has introduced several companies that have made a trademark in the business industry and won people’s hearts. The list of successful companies is huge, but some companies have been leading the industry for years and are still at the top of the list. Google is the chosen company that has led the industry and has won the trust of customers.
Mission and vision statement:
The mission and vision of the company are to organize the information from the whole world and make it accessible to everyone. The management has executed the vision and mission statement by making its services accessible in almost every region of the world and making the search engine fast. Almost all the information related to all the subjects is accessible from Google, requiring a proper strategic plan. The authorities have communicated the vision and mission of the company quite well.
Role of management in strategic management plan:
Google introduced strategic management in 2011 and announced the market penetration as its primary plan. The market penetration means that the company has to acquire more customers and spread its services worldwide. The role of management is of great importance as the sub quarters and the branches of Google have been introduced throughout the world. The managers and leaders have to follow the matrix company structure where the managers’ report the progress of strategic management to their leaders, and further discussion is made accordingly. The managers have to collaborate and gather to execute the company’s strategic management plan (Thompson, 2019).
Organizational culture and role of management:
The managers have introduced the employee motivational culture in the company where the employees are given respect, and they are treated with dignity. The workload is relatively high, and every department has essential duties, so the managers have decided to encourage and motivate the employees to work hard. The culture consists of characteristics including openness, innovation, excellence, hands-on approach, and small company family rapport. It has been found that the employees have given their suggestions and several improvements and modifications have been brought by the company. For example, the employees suggested Google Cloud, so the company worked on it and started its operations accordingly. The managers try to keep the organized culture and traditions (Smithson, 2018)
Role of managers in decision making:
Google has always prioritized the decisions of its managers, and the company is run through the wisdom and strategies of management. The decisions at Google are made by the teams, not by the individuals. The managers are divided into teams to make the decisions, and they are also required to take opinions from employees. Once the managers get the opinions, they are polished, and a final decision is made. For example, the company has to reshape its organizational structure, so chairman Eric Schmidt asked thirty questions regarding the structure of its employees. The same questions were asked from the managers, and the decision of the final structure of the organization was decided. So, the manager’s role is essential in Google, and the employees have to obey the decisions (Namdar, 2018).
Functions of management within this company adhered to the principles of ethics.
The managers have always talked about the culture and traditions of the company and have taught the employees to follow ethics. The managers are advised to train the employees accordingly and ensure that all the employees are fairly treated and are given due respect. Managers and employees correctly follow all the ethics.
Use of human resources to develop its personnel
Google has always used human resources to extend its business. The manpower and the technological advancement are both increased to ensure that the human resources are fairly used. The role of employees and managers are both well defined, and the assets are used correctly and authentically to make sure they use human resources in the right way. Through the market penetration strategy, the business has extended throughout the world (Sullivan, 2013).
Namdar. (2018). Analytics at Google: Great Example of Data-Driven Decision-Making. Retrieved from https://www.smartdatacollective.com/analytics-goog…
Smithson, N. (2018, 9 4). Google’s Organizational Culture & Its Characteristics (An Analysis). Retrieved from http://panmore.com/google-organizational-culture-c…
Sullivan, J. (2013). How Google reinvented HR and drives success through people analytics. Retrieved from Insider: https://www.insidehr.com.au/how-google-reinvented-…
Thompson, A. (2019, 12 9). Google’s Generic Strategy (Porter’s) & Intensive Growth Strategies. Retrieved from http://panmore.com/google-generic-strategy-intensi…
This is the first paper
Toyota has often strived to be a solid and competent corporate citizen since its inception. However, the 2009 recall saw the company squander its reputation for reliability and quality. Toyota lacks comprehensive and proactive management plans to predict such issues and aggressively solve them before they intensified into a corporate crisis. Specifically, there is a flawed management framework and plan because of its top-down decision-making, which creates problems when numerous management levels existed between the decision-makers and the company issues. The Japan branch continues making decisions without considering the opinions of the local sources; hence, management stopped crossing the lean Bridge, which made it challenging to solve issues that occurred in the organization (Cole, 2011).
Another problem with the company’s management planning is evident in its risk management, which involves identifying risks early and litigating them while they are still minor issues. In 2009 before its massive recalls, the company disbanded a high-level task force created in 2005 to deal with quality issues. The quality manager cited that quality had been embedded in the firm’s culture and operations, and hence there was no need for a special task force to implement quality control. Therefore, an outgrowth of management’s goals for rapid growth and the increasing complexity of the company’s product resulted in inadequate and ineffective management planning (Kaufman, 2010).
Employee’s perception and Organizational Culture
Toyota has been criticized for being totalitarian management of its employees who are considered as corporate robots. Pressure for conformity is intense at the company, and employees were forced to follow military-style rules that teach works to sacrifice their uniqueness for the team’s good. The guidelines inside the company dictate nearly every aspect of employee’s life and days, including where they take their lunch, take a corner on the firm’s property, and conduct themselves at home. Some workers perceived the organization as a place where individuality vanishes once a person joins the organization and that the firm has always hidden what goes on inside their company (Cole, 2011).
The corporate culture went hand in hand with employee’s perceptions. While the organization argues that it is a disciplined environment that seeks continuous improvement and respect for all people, one of its former employees argued that the firm uses a totalitarian approach in governing the employees. Moreover, the company demonstrated a culture of not owning its mistakes and taking responsibility, but instead, it began blaming its suppliers and drivers for the alleged safety issues. While quality was the cornerstone of Toyota’s products, a culture of complacency saw the company experience quality issues. The company invented Toyota Production System and became reluctant to be vigilant with their manufacturing processes (Kaufman, 2010).
Toyota did not create and implement a comprehensive and strategic communication strategy to reinforce its crisis management in the wake of its product recalls. In particular, the company did not help the public and consumers understand what it was doing to address the problem; it did not own its mistake and apologize appropriately but instead blamed its suppliers and consumers of the vehicles. Moreover, the organization was not polite enough in addressing consumer concerns (Cole, 2011).
For instance, the company’s communication strategy was ineffective. During the crisis, the CEO and the president were nowhere to be found and were only caught up during the World Economic Forum in Davos. However, the president made brief unsatisfying remarks without clarifying the issue to the eager consumers and the public. The company failed to offer a conventional apology on time and was not convincing to many people. Also, it did not get accurate, factual data to the public, and enlist outside engineers to help discover and fix any safety issues and put its CEO out front to continually update the public on problem-solving progress (Kaufman, 2010).
Cole, R. (2011). What Really Happened at Toyota. MIT Sloan Management Review, 52(4). Retrieved from https://www.researchgate.net/publication/265103744…
Kaufman, W. (2010, February 9). Can Toyota Recover Its Reputation For Quality? Retrieved from NPR: https://www.npr.org/templates/story/story.php?stor…
Toyota. (2010). Company Overview. Retrieved from Toyota: https://global.toyota/en/company/
This was my second paper