...Principals of Management Article Analysis Today, with the work force facing a borderless world, companies and its managing teams continue to look towards the future to implement the numerous benefits of workforce diversity into the short and long terms successes of their businesses. Therefore the workforce of big companies are looking beyond anti-discrimination laws and realizing it’s more of a marketing issue. CEOs, senior line and HR management, and diversity leaders play a key role in this process. For that reason, for example, IBM decided to view the issues surrounding diversity on a global scale from the workplace to the marketplace. That’s is why IBM has created an innovative global strategic framework that it is “as broad and diverse as the costumer base it serves in 165 countries” (Human Resources Management, 2005, Vol. 44, No.1, p. 75). In the article written by J.T. (Ted) Child Jr., the Vice President of Global Workforce Diversity for IBM acknowledges the importance of workforce diversity to their business, culture as well as a keystone of their values. He recognizes that HR department plays a large role in instituting diversity, however the company must come together to achieve that purpose. Managers at IBM are asking all the right questions when implementing the key principles of diversity. The company reflects the broad variety of costumer it has at all levels. Effective marketing happens when the company identifies the needs of costumers, therefore delivering...
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...In 1993 the American iconic company IBM hired a new turnaround CEO named Lou Gerstner. In this Harvard Business Review article entitled Diversity as Strategy, Harvard Professor David A. Thomas writes about an aspect of Gerstner’s strategy is really a story about people, starting with the diversity of people within IBM, and the positive replication into their global markets. These markets include customers, employees, and the search for new talent to recruit. Gerstner realized that an organization the size of IBM must embrace diversity, to not only influence people, but as a strategy to open the doors to new opportunities both internally and externally. Gerstner launched a Diversity Task Force initiative with the goal, “to uncover and understand the differences among the groups and find ways to appeal to a broader set of employees and customers” (Thomas, 2004. Pg. 1). Gerstner explained that it was more than just about the talent pool, and that it was a market based issue. Realizing the diversity in the markets, and IBM’s need to expand in the markets, would require the people representing IBM to be as diverse and multi-culture oriented as the markets. The first usable takeaway from the articles emphasis on culture change is the idea of Constructive Disruption. It’s an interesting approach to how IBM, and most employers really, approached employee management issues. Companies had become very careful at not distinguishing differences among groups of diversity to remove...
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...International Business Machines, abbreviated IBM and nicknamed "Big Blue" (for its official corporate color) was incorporated in the State of New York on June 16, 1911, is a multinational computer technology and IT consulting corporation headquartered in Armonk, New York, United States. Now, the chairman and CEO of IBM Company is Samuel J Palmisano. IBM manufactures and sells computer hardware and software, and offers infrastructure services, hosting services, and consulting services in areas ranging from mainframe computers to nanotechnology. IBM has been well known as one of the world's largest computer companies and systems integrators. With over 388,000 employees worldwide, IBM is one of the largest and most profitable information technology employers in the world. IBM holds more patents than any other U.S. based Technology Company and has eight research laboratories worldwide. The company has scientists, engineers, consultants, and sales professionals in over 170 countries. IBM employees have earned Five Nobel Prizes, four Turing Awards, five National Medals of Technology, and five National Medals of Science. IBM competitors IBM's main competitors are Hewlett-Packard Company (HPQ) and Dell (DELL) but each of these companies has a different focus area. Dell makes most of its money on PC and server hardware, while Hewlett-Packard is more diversified as the leader in PCs and Imaging & Printing as well as offering IT services. Since IBM relies heavily on its Software and Services...
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...Outsourcing Teresa McGlown BUS 630 Wendy Achilles 08/27/2012 Table of Contents Introduction 1 Forms of business aspects covered by outsourcing 1 Outsourcing with reference to Hechlinger, J. Article 2 Other articles highlighting the application of new learning with respect to outsourcing 3 Dean Meyer’s Article highlighting the advantages of outsourcing 3 Sholstica’s Article highlighting the disadvantages of outsourcing 6 Present and future application of outsourcing within workplace 6 Conclusion 7 References 8 Outsourcing Introduction In the present dynamic environment, one way the companies can gain competitive edge over their competitors is by taking full advantage of all the business aspects. One of such possible aspect of performing organizational activities in an efficient manner is through the platform of outsourcing that provides a company an opportunity to hire an outside firm having proficiency in a particular field and then getting some of the organizational tasks completed through this hired firm either at a reduced cost or an increased productivity rate. A number of factors (both related to internal and external environment) are considered that helps to decide that whether outsourcing is a right answer for a particular company. The process of outsourcing facilitates learning of a number of aspects that if properly applied within an organization can serve as a competitive element for the company, enabling them to remain a competitive force within...
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...The Journey of (IBM) International Business Machines Executive summary: The current Proposal intended to describe what IBM has faced in its journey and how it overcame those problems, which it was unprepared in the first place. To discuss the Success Story of IBM (International Business Machines) and journey through some easy and some tough winters. The focus will be on the problems. Introduction: IBM is one of the world’s largest rapid growths IT Company in terms of revenue, which listed in fortune 100 IT companies.IBM has produced different products, which related to software and hardware and produced custom designed microchips. By producing low cost products, IBM has rapid growth with long-term success, which attracted the investors and competitors. The head quarters were located in New York. In 2012, it has ranked 2 largest US firm for having highest numbers of employees nearly 433,362 by fortune. They have developed a wide range of software development tools, which helps to manage business process etc. IBM has first started its invention in 1914 called Hollerith, which was a part of computing -tabulating- recording company later the company known as IBM. (Rouse, 2006) Background: ...
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...US-based research company IDC said in its latest report. Obviously, after the acquisition, it isn’t the first good news about Lenovo. Let’s look back to May, 1, 2005, Lenovo bought IBM’s PC unit for $1.75 billion, and then, it suffered a dark period. At that time, its share price languished, it lost an numerous of previous customers of IBM and it had an extensive of managerial problems between the two different cultures. At 2008, the board took actions to rebuild the Lenovo brand, and the changes appeared to be working until today. According to the Knowledge@Wharton article and based on my personal research, the actions and strategies can be separated into two parts: the internal executive strategies and the marketing strategies. Moreover, Lenovo still have some actions not mentioned in the article, there are some potential problems as well, I will present them and give my opinions in the following statement. Internal Executive Strategies Ordinating New CEO and CMO Yang Yuanqing back to Lenovo be CEO again. Yang Yuanqing, who was chairman of Lenovo's board from 2004 to 2008 and had been at the helm of the Lenovo brand building and IBM PC acquisition, one of his major achievements has been making Lenovo the best-selling PC brand in China since 1997. In 2001, Business Week named him as one of the rising stars in Asia. In February 2009, Yang re-assumed the position of CEO at Lenovo. He came back with Liu Chuanzhi and toke place of William Amelio, the former CEO. Yang was...
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...Competitor analysis: Website & Thought leadership Report by Rashmi Singh (PGDM No: 10098) Work carried out at Tata Consultancy Services, Bangalore, Karnataka Submitted in partial fulfilment of the requirement of Summer Internship Programme Under the Supervision of Mr. Ashish Shetty, Marketing Lead, Insurance ISU, TCS, Bangalore SDM Institute for Management Development Mysore, Karnataka, India (June 2011) SDM IMD INSTITUTE CERTIFICATE This is to certify that Ms. Rashmi Singh, undergoing PGDM program 2010-12 at this institute has successfully completed the Summer Internship Programme on the project titled ―Competitor Analysis: Website and Thought Leadership‖ at TCS, Bangalore, from April 01, 2011 to May 31, 2011 as a partial requirement for completion of his PGDM curriculum. Prof. Govinda Sharma Internal Faculty Guide SDM IMD, Mysore. Date: 24/06/2011 Place: Mysore Summer Internship Project Page 2 SDM IMD Acknowledgement I take this opportunity to extend my sincere gratitude to our guides at Tata Consultancy Services, Mr. Ashish Shetty and Ms. Varsha Nair who spent a lot of time mentoring and guiding us. The insurance ISU was a completely new arena for us. We stumbled a few times, yet they have been very patient and supportive with us, always encouraging us to give our best. I also thank the Academic relationship manager, TCS, Mr. Chandra Koduru, for helping us with the joining formalities and induction program. I would also like to thank Prof. N. R. Govinda Sharma...
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...Ethics, Values and Attitudes, Manners, Customs, Social Structures and Organizations, and Education”. In the late 1960s and early 1970s an IBM sociologist named, Geert Hofstede, studying the diversity of his company, concluded that aside from individuals, a country can have a culture or personality that can be scored and compared with other countries. His theory of cultural dimensions includes only five categories: Power distance, Individualism, Masculinity, Uncertainty Avoidance and Long Term Orientation (Dimensions of national cultures, 2015). MAJOR ARTICLE SUMMARY The article I selected is from the December, 2011, issue of the journal Online Reading in Psychology and Culture: International association of Cross-Cultural Psychology. The article is titled, ‘Dimensionalizing Cultures: The Hofstede Model in Context’ by Geert Hofstede. The article begins with Mr. Hofstede describing his work at IBM. In the 1967 to 1973 time period, Mr. Hofstede was given access to a large database of 100,000 surveys from IBM and IBM contractors. Since IBM and its subsidiaries were multinational, this information gave Mr. Hofstede a unique picture of how people from ~50 different countries characterized themselves, their country, and their employer. His analysis led him to develop the five categories of his theory of cultural dimensions. The article details the five categories...
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...have paid attention on for their strategic reshape? I think the most important change to lead the IBM to success is that IBM changed their business model from low margin business like PCs and hard drivers to upmarket to services and software. Because the low margin hardware market has the very competitive market with many players based on China and Taiwan. 2. If you check the stock performances of the two companies since 2005 when IBM sold off its PC division to Lenovo, the thin-margin PC business appears to have worked differently for two companies. The same asset (i.e., the PC division) wasn't beneficial to IBM but the opposite was true to Lenovo. How would you explain this? IBM has maintained strong position in IT industry. The stock price say this to me. IBM read the trend of industry very well. At 2005, IBM can’t generate profit from PC division. So if IBM did not sold out PC division and then continue operation PC division. They may be failing to come present position. IBM sold PC division at the appropriate time, and they also got reasonable money that can be used to improve IBM’s software skills and other division’s abilities I think that in the economy, each economic unit who is the company has the competitive advantage. So same assets can be playing other role in other company. Lenovo has the competitive advantage in low margin PC and hardware industry. and IBM has the competitive advantage in advanced software and IT related service. So the selling IBM’s PC...
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...| | * Introduction This report is a case study on IBM from 1993 to the present. The reporters’ objectives were to define the problems within IBM in 1993; management tools used to remedy these problems; if these solutions will lead to a sustainable competitive advantage; and what kind of innovators IBM is and what streams of innovation IBM is involved with today. This report is from a managerial science perspective, with a focus on innovation. * * (Executive Summary This case involves IBM, an international computer hardware, software and services company. The head of this organization in 1993, since 1985, was John Akers. Akers was replaced that year by Louis V. Gerstner, Jr. During Akers’ reign, the company had gone from a workforce of 407, 000 in 1986 to 300, 000 in 1992 ; the stock had dropped from a peak in 1987 of $1757/8 to $25 (split adjusted) in 1993 ; and a loss of $2.8 billion in 1991 to be followed by a loss of $8 billion in 1993 . Akers’ effect on the structure of the company resulted in, among other things, two outcomes; 13 highly defined divisions that were theoretically autonomous from one another and many job losses. Gerstner was brought in to remedy IBM’s fiscal situation and bring IBM back into the black and back on top of their industry. Problems within IBM in 1993 Focus One of the most notable problems within IBM was their focus. It seemed that inter-politics within the organization overshadowed what should have been their prime directive: the customer...
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... Abstract The article on Gary A. Kildall was a very good read. It tells about a man who owned a company called Digital Research. In this article it tells a story about the life and death of Gary who was on the brink of discovering untold amounts of unknown digital software for the pc (personal computer). The note on page 14 of the Computer Structure and Logics textbook tells about a time that Digital Research refused an offer from IBM ( and that opened the door for a company called Microsoft which, caused Digital Research to lose in the race of software development. The article on Gary A. Kildall was a very enlightening read. This was a good article because it tells about an intelligent man that created the basis of our pc operating systems today. The software that CP/M / Digital Research created is great and all should know about it Without it we may not have gotten as far as we have with technology today. This article plus the “gray” note on page 14 tells a story about a man who took great interest in his work. When IBM tried to sell him short or give him an offer to work for them he told them that he didn’t like the offer and he turned them down. Well this gave Microsoft a chance to come in and take the deal, but what’s funny about that is Microsoft went and reverse engineered the Digital Research tech and created a copy of it and sold it to IBM. Although at this time no one was charged...
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...Chapter 8 Assignment – Strategy Formulation at IBM Read Chapter 8 on international strategy formulation. For this assignment, let’s learn about international strategies using IBM as an example. Check out the IBM website so you learn more about their business and where their different businesses are located. Read at least one additional current article about IBM to help you with this assignment. Individually, respond to the questions below. Provide your additional source with your response. This assignment is worth 24 points and must be submitted to the dropbox by the date/time on your syllabus. 1. Of the 4 imperatives discussed in Chapt. 8 - economic, political, quality and administration - which would be the most important to IBM in its efforts to make inroads in the Pacific Rim market? Would this emphasis be the same as that in the U.S. or would IBM be giving primary attention to one of the other imperatives? Explain. In its effort to make inroads in the Pacific Rim market, IBM would put their emphasis on economic imperative. In this market, computers are becoming generic goods. Consumers would made computer purchases in the prior years based on brand name, service, and support. However, nowadays, price has emerged as a focal point when it comes to purchasing computers because people realize and understand that they would not need to buy brand names in order to receive great quality. IBM would use this economic imperative to emphasize in the U.S market...
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...In January 2001 Human Relations invited me to write a response to an article by Brendan McSweeney which was a critical examination of my 1980 book Culture’s consequences, to coincide with the forthcoming publication of the books’ second edition. I reacted enthusiastically, but my enthusiasm quickly faded away when I saw McSweeney’s diatribe. I pointed out that the appearance of a re-written and updated edition of my 1980 book would make many of McSweeney’s comments obsolete. Also, I reacted to his style, which I found unnecessarily abrasive. Human Relations decided to publish McSweeney’s article anyway, in a somewhat mollified version. My response to his comments follow below. The second edition of Culture’s consequences contains a section: ‘Support and Criticisms of the Approach Followed’ which reads as follows (endnotes omitted): The first edition of this book’s disrespect for academic borderlines paid off in a multidisciplinary readership. It also caused very mixed reviews: Some enthusiastic (e.g. Eysenck, 1981; Triandis, 1982; Sorge, 1983), some irritated, condescending, or ridiculing (e.g. Cooper, 1982; Roberts & Boyacigiller, 1984). I had made a paradigm shift in crosscultural studies, and as Kuhn (1970) has shown, paradigm shifts in any science meet with strong initial resistance. Editor’s Note This exchange has been prompted by interest in and response to the original McSweeney article in Vol. 55, No. 1 (January 2002) of the journal. The Editors regard...
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...IBM Reduces Energy Costs and Environmental Damages International Business Machines Corporation (IBM) is the world’s largest information technology (IT) corporation. Also known as “Big Blue”, IBM was formed as the result of a merger between the Tabulating Machine Company, International Time Recording Company and the Computing Company of America. The merger took place in 1911 and shortly after Thomas J. Watson Sr. came aboard (IBM, 2008). He is accredited with transforming IBM into a leader of innovation and technology. Currently IBM provides business, technology and consulting services to its customers. In particular they offer consulting, delivery and implementation services, enterprise software, systems, microelectronics and financing. Direct competitors of IBM include: Accenture, Hewlett-Packard, and Microsoft. Whalen (2010) states IBM’s operations expand globally to over 170 countries. IBM headquarters are located in Armonk, New York. General Environment Social Cultural - IBM’s reputation was previously based on control. “Big Blue” controlled the mainframe market (hardware, software and applications). Presently, IBM has the reputation as an enormous, innovative information technology company (Blankenhorn, 2005). Their reputation is no longer based on control but the quality is experienced by customers. Their expansion has reached not only mainframe customers, but customers and businesses across the entire IT market. It is the opinion of the customers...
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...A Brief Exploration Of Intel Corporation Processors And Transistor Manufacturing J. Rice ITT Technical Institute The first Intel Corporation processor build with more than 2 billion transistors (2.04 billion) was code-named Tukwila for the generation of Intel's 4-Core Itanium platform / Mission Critical family, using a 65 nm transistor architecture. It was designed primarily for usage with remote access servers (RAS) and machine check architecture recovery (MCA). It was announced in the first quarter of 2008, but wasn’t moved to the consumer market until the first quarter of 2010, pricing between $946.00 and $3838.00, depending on device necessity. The increased of transistor density on processors since the mid 1970’s has been incredible, but dramatically increased in 2011 when Intel Corporation announced production of their 22 nm 3-D Tri-gate transistor technology. It was a partial redesign of traditional 2-D planar (flat) transistor architecture, to a design that supported power transmission on three planes (3-Dimensions), increasing power output and speed, while decreasing power usage by device processes. Transistor size was reduced again in June 2014 when Intel announced a collaboration with Cadence Design Systems, Inc. to create 14 nm transistors, further improving design specs, and maintaining adherence to Moore’s Law. There has been wide speculation that further reduction of transistor architecture could be difficult unless new materials and requisite manufacturing...
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