Running head: TERM PROJECT: PART A – ORGANIZATIONAL ANALYSIS 1 3 TERM

Running head: TERM PROJECT: PART A – ORGANIZATIONAL ANALYSIS
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TERM PROJECT: PART A – ORGANIZATIONAL ANALYSIS
Term Project: Part A – Organizational Analysis
The study’s primary purpose is to examine Google limited liability company (LLC), an American multinational ICT organization, from Baldrige organizational profile (P1/P2) criteria. The P1 Baldrige organizational profile will examine Google LLC’s organizational description of its environment and relationships. On the other hand, the P2 Baldrige organizational profile will assess Google LLC’s organizational situation regarding its competitive advantage, strategic context, and performance improvement system.
Google LLC’s P1 Baldrige Organizational Profile
Organizational Environment
Educational Programs and Services
Google LLC (n.d) shows that the company supports the education program by providing excellent technical and communication tools for teachers and students. These include tools such as Chrome books. Generally, the tools promote digital literacy, coding, creativity, innovation, culture, and arts in the education sector (Google LLC, n.d). In addition, the tools allow students to enhance their computer literacy skills necessary in future educational and corporate functions.
Mission and Vision
According to Google LLC (n.da, Google’s mission is “Google’s mission is to organize the world’s information and make it universally accessible and useful.” On the other hand, the University of Southern Maine (2022) shows that Google’s vision is “to provide access to the world’s information in one click.”
Workforce Profile
Following the company’s diversity, inclusion, equity, and integrity cultures, the company has employees from diverse ethnic backgrounds and gender. For instance, Google LLC. (n.db) shows that nearly 31% of workers were female while 69% were males. Additionally, Google LLC. (n.db)’s report shows that the company’s employee profile consisted of whites, Asians, Latinx, Blacks, Native Americans, at 53%, 36%, 2.6%, 2.5%, and 0.3%, respectively.
Assets
Google LLC (n.dc) shows that Google has intangible and tangible assets. The tangible assets include Developer, API, Cloud Platform Console, Google Play, Chrome, et cetera Google LLC (n.dc). On the other hand, the intangible assets include its employees, educational programs, students’ clubs, and educational groups.
Additionally, Google also has financial assets. These include its revenues, profits, sales, and marketable securities (U.K Government, n.d). According to U.K Government (n.d), the company competes with profitable firms such as Facebook because of its financial assets.
Regulatory Requirements
Google LLC (n.dd) indicates that Google has advertising regulations governing its product promotion procedures. These include Google ads policies and self-regulation codes for product and service marketing. Google also follows abuse of network, content, and copyright laws to enhance ethical business practices (Google LLC, n.dd). In general, the company requires stakeholders and operations to follow local and international laws in conducting business (Google LLC, n.dd). These include business, company, employee, informative security, intellectual property laws, et cetera. 
Organizational Relationship
Organizational Structure
From Smithson’s (2019) report, one can conclude that Google has a matrix or hybrid organizational structure. This is because the structure suits flat, function-based, departmental-based, and product-based definitions. For instance, the structure eliminates most organizational and operational boundaries and bureaucracies (Smithson, 2019). Furthermore, the structure promotes professional collaboration and bottom-up and top-down leadership approaches in the company (Smithson, 2019). In addition, Google’s hybrid structure promotes collective decision-making in the company, promoting democracy and autonomy among workers regardless of their position in the leadership hierarchy.
Customers
The primary customers of Google include clients interested in the company’s search engine and online advertising technologies. Moreover, parties interested in cloud computing, software, and hardware products of the company are Google’s customers (Google LLC, n.d). In illustration, the customers buy Google ads, mail, applications, and mobile computer services and products the company sells (Google LLC, n.d). The customers also purchase entertainment services such as music videos, movies, and audio from YouTube.
Suppliers and Partners 
Google LLC (n.de) shows that the company has more than 1000 suppliers and partners globally. The significant numbers of suppliers allow them to support excellent service and product delivery in the market. The suppliers provide the company with software and hardware solutions that allow the firm to manufacture products such as Google Home, Google Maps, Google earth engine, and Pixel book (Google LLC, nde). Additionally, Google LLC. (n.df) illustrates that the company has different partners, including Jelly Fish Mena, Jelly Fish South Africa, iProspect South Africa, InfoTrust DMCC, Ad-Lib.io, et cetera.
Google LLC’s P2 Baldrige Organizational Profile
Competitive Advantage
Competitive Position 
The Smart Advantage (n.d) indicates that Google is a highly competitive industry in the ICT sector. The company is a major competitor in producing information software, hardware, servers, and data storage devices. According to Smart Advantage (n.d), owning significant resources and infrastructure promotes the ability of Google to compete with firms such as Yahoo, Microsoft, Amazon, and Apple in the market. In addition, the company owns intellectual properties, knowledge, skilled labor, and technologies that promote effective service delivery. Therefore, in ranking the competitive firms in the ICT sector, google qualifies to be in top positions, having a dominant market share (Moore & Tambini, 2018). For instance, in the video streaming sector, Google competes with Amazon. On the other hand, in the software and hardware manufacturing sector, Google strongly competes with Microsoft and Apple (Moore & Tambini, 2018). Additionally, Google faces rivalry from Yahoo and Amazon in the search engine sector.
Competitive Changes
Google’s competitive changes follow the business model innovation strategy. According to Anwar (2018), Google continuously follows strategy and makes creative organizational changes to enhance its competitive advantage. Through these changes and innovations, Google supports the value of its commodities for better customer interaction and satisfaction. For instance, because of business model innovation, Google’s Android is a popular and user-friendly operating system (Cusumano, Gawer & Yoffie, 2019). As a result, Cusumano et al. (2019) show that the number of buyers or users of Android globally is over 2 billion. In addition, the company uses the creativity and innovativeness of employees to enhance the operational and technical capabilities of its hardware and software products.
Comparative Data
The sources of Google comparative data include Google Trends. At the Google trends site, one can access Google trend topics. This means that one can compare data about occurrences and development related to Google from current and historical perspectives (Google Trends, n.d). For instance, Google Trends (n.d) indicates that one can access information from 2021 to 2006 by searching the topic on the Google trends site.
Strategic Context
Key educational programs and service
Google LLC (n.dg) shows that the key educational programs and services at Google include elevated, safe, and secure tools for educational purposes. These include services and products such as Google workspace that enhances instructional practices’ efficiency, protects school data and enhances students’ productivity. Additionally, Google LLC. (n.dh) indicates that the tools promote professional and students engagement and development. The tools allow students and teachers to enhance their internet and applied digital skills.
Table 1
Strategic Context
Advantages
Disadvantages
Operational
Reliability of services (Google LLC., n.di)
Efficiency of products (Google LLC., n.di)
Robust and reliable infrastructure (Google LLC., n.di)
High costs of operations (Google LLC., n.di)
High infrastructural costs (Google LLC., n.di)
Expensive methods of reducing operational risks (Google LLC., n.di)
Human Resources
Highly skilled Labor
Diversity and Inclusivity
Excellent performance management
High costs of compensating workers (Ahmadian & Khosrowpour, 2017)
High cost of hiring workers
Costly employee retention
Social Responsibility
Brand differentiation (Ahmadian & Khosrowpour, 2017)
Treatment of workers fairly (Ahmadian & Khosrowpour, 2017)
High sustainability costs (Ahmadian & Khosrowpour, 2017)
Performance Improvement System
Elements of Performance Improvement System
Evaluation
Google uses performance evaluation to examine and determine skill gaps among employees. Moreover, the firm uses performance evaluation to establish deficits in its overall productivity. In this sense, the strategy allows Google to implement human resource practices to encourage positive employee performances. These practices may include offering employees the right monetary and non-monetary benefits for motivational reasons (Nagpal et al., 2020). For instance, they include excellent salaries, health covers, paid leaves, et cetera.
Organizational Learning
Google uses organizational learning to enhance professional development. For instance, the firm engages workers in training and onboarding activities as organizational learning activities (Kaplan, 2021). These professional development methods allow workers at Google to update their skills to meet the current demand for ICT services and products in the market. For instance, developers at Google improve their programming skills through coding training.
Innovation
Google uses innovation and creativity to improve its performance and productivity. For instance, the firm channels resources to innovation and creativity projects of employees to encourage excellent performances. In addition, the support of employees’ projects and new ideas encourages workers at Google to generate more creative ideas for better service delivery, quality, and value (Nagpal et al., 2020). This supports Google in enhancing an organizational culture of innovation and creativity.
References
Ahmadian, A., & Khosrowpour, S. (2017). Corporate Social Responsibility: Past, Present, And Success Strategy For The Future. Retrieved from file:///C:/Users/Davi/Downloads/ciadmin,+Journal+manager,+1-8641+Ahmadian.pdf
Anwar, M. (2018). Business model innovation and SMEs performance—Does competitive advantage mediate?. International Journal of Innovation Management, 22(07), 1850057. doi 10.1142/S1363919618500573
Cusumano, M. A., Gawer, A., & Yoffie, D. B. (2019). The business of platforms: Strategy in the age of digital competition, innovation, and power (pp. 1-309). New York: Harper Business.
Google Trends. (n.d). Explore What The World Is Searching. Retrieved from https://trends.google.com/trends/?geo=KE
Google LLC. (n.d). To Help Expand Learning For Everyone. Retrieved from https://edu.google.com/
Google LLC. (n.da). Google’s Vision and Mission. Retrieved from https://docs.google.com/document/preview?hgd=1&id=1kRYwyq6ypHxvRWaNWHFro3U8MEtOmepgi3UGrTLyCis#
Google LLC. (n.db). Google Diversity Annual Report 2018. Retrieved from https://static.googleusercontent.com/media/diversity.google/en//static/pdf/Google_Diversity_annual_report_2018.pdf
Google LLC. (n.dc). Asset Owners Guide. Retrieved from https://developers.google.com/digital-asset-links
Google LLC. (n.dd). Legal requirements. Retrieved from https://support.google.com/adspolicy/answer/6023676?hl=en
Google LLC. (n.de). About our suppliers. Retrieved from https://services.google.com/fh/files/misc/google_2019-rsc-report.pdf
Google LLC. (n.df). Find Your Perfect Match. Retrieved from https://marketingplatform.google.com/about/partners/find-a-partner
Google LLC. (n.dg). Elevate education with simple, flexible, and secure tools with Google Workspace for Education. Retrieved from https://edu.google.com/products/workspace-for-education/
Google LLC. (n.dh). Discover Programs For Educator Professional Development And Student Engagement. Retrieved from https://edu.google.com/teacher-center/programs/?modal_active=none
Google LLC. (n.di). Google Cloud’s Operations Suite (formerly Stackdriver). Retrieved from https://cloud.google.com/products/operations
Kaplan, A. (2021). Degrees Converting into Lifelong Learning. In Higher Education at the Crossroads of Disruption. Emerald Publishing Limited. DOI 10.1108/978-1-80071-501-120211005
Moore, M., & Tambini, D. (Eds.). (2018). Digital dominance: the power of Google, Amazon, Facebook, and Apple. Oxford University Press.
Nagpal, K., Foote, D., Tan, F., Liu, Y., Chen, P. H. C., Steiner, D. F., … & Mermel, C. H. (2020). Develop and validate a deep learning algorithm for Gleason grading prostate cancer from biopsy specimens. JAMA oncology, 6(9), 1372-1380. doi:10.1001/jamaoncol.2020.2485
U.K Government. (n.d). Appendix D: profitability of Google and Facebook. Retrieved from https://assets.publishing.service.gov.uk/media/5fe4951c8fa8f56af8e88105/Appendix_D_Profitability_of_Google_and_Facebook_non-confidential_WEB.pdf
University of Southern Maine. (2022). Office Of The President. About Mission and Vision Statements. Retrieved from https://usm.maine.edu/president/about-mission-vision-statements
Smart Advantage. (n.d). How Google Maintains Its Competitive Advantage. Retrieved from https://smartadvantage.com/blog/how-google-maintains-its-competitive-advantage/#:~:text=Google’scompetitiveedgeistraced,fastestsearchontheweb.
Smithson, N. (2019). Google’s Organizational Structure & Organizational Culture (An Analysis). Retrieved from http://panmore.com/google-organizational-structure-organizational-culture