Read the below-given case study and answer the questions in a format posted at the end of the case study in a total of 200 words only.

Google Headquarters, Mountain View, California

Search and advertising giant Google is trying to diversify, but it faces intense competition in every market. Microsofts Bing search engine and Facebook, which passed Google as the most popular website in the world, pose threats as people desire more personalized and social mediarelated search information. Local-related search advertising is a weakness for Google, but a strength for Groupon, Facebook Places, Living Social, Foursquare, and Bing. Although Googles Android smartphones have more market share than Apples iPhone, the An-droid software is open source, so Google makes no money except for built-in Google Ads and services. Likewise, Google trails Apple and Amazon in the number of publishers that use its software, devices (i.e., smartphones, tablets, book readers), and on-line stores to sell electronic versions of newspapers, magazines, books, music, TV shows, and movies. Finally, Googles Chrome Web browser (13 percent market share) competes with Microsofts Internet Explorer (55 percent), Mozillas Firefox (22 percent), and Apples Safari (7 percent).

In short, Google is trying to position itself for the day when people wont automatically use a Google search box to find information. Keith Woolcock, founder of 5thColumnIdeas, a technology research firm, doubts Google is up to the task, saying, The problem for me as an investor is that Google looks a little too [much] like last years model. Its the chicken in the sandwichApple and Facebook are on the opposing sides. Google is in the middle. Re-ally, it looks to me as though it has become the Microsoft of its generation: big, bad and quickly becoming irrelevant.

Unfortunately, you fear that Woolcock might be right, which is why you replaced chief executive officer (CEO) Eric Schmidt, who is now executive chairman. Googles philosophy was to let engineers spend 20 percent of their time working on whatever they wanted. And it spawned great products like, which engineer Paul Buchheit designed in a day and then shopped around, to get other Google engineers to join his team. This approach worked well until Google hit 10,000 employees. But at Googles current size, 24,000 employees, with plans to hire another 6,000, it leads to confusion, poor coordination, and a lack of focus.

Today, Google is a much larger, more complicated company. But the biggest problem is that paralyzing bureaucracy has slowed the company. As technology companies grow, this often hap-pens. In fact, the key reason you became CEO again was to streamline decision-making and communication, and create clearer lines of responsibility and accountability. But how do you do that in a company of 30,000 people? A related problem is that top management is increasingly isolated from middle- and lower-level managers and employees who are responsible for the research and project management that are keys to Googles success. So, what might you do to improve upward communication within the company? Finally, what can Google do to communicate effectively on an organization-wide basis in a company that has dozens of product lines and hundreds of research projects and that will soon have 30,000 employees?

1. Two Facts:

2. Two Main Issues:

3. My Two Solutions: