PROJECT REPORT On “COMPARATIVE STUDY OF QUALITY OF WORK LIFE MANAGEMENT IN TCS & IBM: A CASE STUDY ANALYSIS” FOR THE PARTIAL FULFILLMENT OF THE AWARD OF THE DEGREE OF “MASTER OF BUSINESS ADMINSTRATION” FROM GGS IP UNIVERSITY NEW DELHI BATCH: 2011-2013 Submitted by: Submitted to: Sheetal Yadav Dr. Parul Gupta ARMY INSTITUTE OF MANAGEMENT & TECHNOLOGY‚ GREATER NOIDA (UP) – 201306 BACKGROUND
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1. The precepts of the IBM training program are consistent with the concepts in this chapter because there are a lot of consensuses. There are for example power‚ which is according to Robbins and Judge‚ “a capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes” (p.420) and the power tactics‚ which are‚ according to Robbins and Judge‚ “ways in which individuals translate power bases into specific actions” (p.425). There are different power tactics an individual
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Real World Case Study 3‚ "IBM Corporation: Competing Globally by Offshoring IT Workers and Giving Away Technology.” 1. Do you agree with IBM’s employment response to competition from software development contractors in India like Wipro that are expanding into IT consulting services? Why or why not? In order for IBM to continue its growth it will have to expand into areas like India. They need consulting groups who can personalize their product and keep the costs low in markets like Mexico
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International Journal of Management & Information Systems – Third Quarter 2010 Volume 14‚ Number 3 Decision Tree Induction & Clustering Techniques In SAS Enterprise Miner‚ SPSS Clementine‚ And IBM Intelligent Miner – A Comparative Analysis Abdullah M. Al Ghoson‚ Virginia Commonwealth University‚ USA ABSTRACT Decision tree induction and Clustering are two of the most prevalent data mining techniques used separately or together in many business applications. Most commercial data mining software
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Literature Review Hu Zhuangling stated in Linguistic: A Course Book (2001)‚ “Language has to serve various purposes as there are different types of occasions for using it.” In written languages‚ major focuses from the linguists are on literature‚ government documents‚ law items or business materials‚ while nowadays‚ public signs are gaining the attention from all around China. Plenty of studies and researches are carried out lately. Bilingual public signs‚ meaning public signs written both
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Book Report Who Says Elephants Can’t Dance? Inside IBM’s Historic Turnaround Louis V. Gerstner Jr. (Author) Lou Gerstner‚ Jr.‚ served as chairman and chief executive officer of IBM from April 1993 until March 2002‚ when he retired as CEO. He remained chairman of the board through the end of 2002. Before joining IBM‚ Mr. Gerstner served for four years as chairman and CEO of RJR Nabisco‚ Inc. This was preceded by an eleven-year career at the American Express Company‚ where he was president of the
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J. & Porras‚ J. (1994). Companies Need Not Hire Outside CEOs to Stimulate Fundamental Change DiCarlo‚ L. (2002). How Lou Gerstner Got IBM To Dance. Forbes. Retrieved April 7‚ 2013 from http://www.forbes.com/2002/11/11/cx_ld_1112gerstner.html Dixon‚ M. & Roach‚ K. (2006). Hiring Internal Employees. Journal of Sport Management‚ 20‚ 137-158. Gifford‚ J. (2010). Gerstner and the IBM turnaround: vision or execution? Jonathan Gifford‚ Author on Leadership Groysberg‚ B. (2010). Chasing Stars: The Myth
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An IBM Change Story: Transformational Change from Below and Above 1. Who were the forerunners/ advocates of the change? Change From Below David Grossman is a computer programmer at IBM.-John Patrick is a member of the strategy task force at IBM. Change from Above Lou Gerstner was IBM’s CEO in the 1990’s. Samuel Palmisano is IBM’s CEO from 2002 who took over Lou Gestner. 2. What changes were implemented? How was it managed? The change in IBM started in the early middle 1990’s
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analysis of the culture at IBM and the impact that it has had on their success. Corporate culture is significant in that it “influences the behavior of everyone within an organization and‚ if carefully crafted‚ can have a significant positive effect on organizational success” (Certo and Certo‚ 2006‚ p. 423). Louis Gerstner proved this at IBM during his tenure from 1993 to 2002 when he revived IBM by refocusing on their culture. Roots Company The International Business Machines (IBM) Corporation can be
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provide a clear understanding of the well-known Information Technology Corporation recognised as IBM. This summary will examinee some key drivers of change within IBM and also analyse some likely resistance to change in the case study. Lastly this report will provides positives and negatives about the main drives of change. A number of drivers of changes that were identified‚ were change of Leadership in IBM follow by the innovation of technology. As a result‚ some likely resistance of change were
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