Bibliography: 2Marcus Buckingham and Curt Coffman‚ First‚ Break All The Rules. What The World’s Greatest Managers Do Differently (Simon & Schuster‚ May 1999) 4“Who says elephants can’t dance” Louis V Gerstner‚ HarperCollins Publisher‚ 2002
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of IBM and the world into the digital computer age be credited to him. IBM = Inferior But Marketable? Conclusions on how the acronym came to be: Inferior But Marketable probably may have come about by the time when Louis Gerstner became CEO of IBM. According to Gerstner (2002‚ p107)‚ “You could make fun of IBM all you liked. (Our competitors certainly did.)” Such moniker may have also been due to the fact that they have banked on the influence they have built through their mainframes to promote
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Women’s Olympic gymnastics is becoming one of sports that has new affectionate followers every Winter Olympics. Most people didn’t much care for Women’s Olympic gymnastics before the times of Mary Lou Retton‚ until that fateful day‚ when she scored a perfect 10.0 on vault‚ this was really the first time when people started paying attention. Common people watching the Olympics realized that there’s this sport that can have such poise‚ elegance‚ and power‚ that there can’t be anything found wrong with
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corporate-level strategies are illustrated in his statement? Ans: Gerstner started to strive to lead in the invention‚ development and manufacture of the industry’s most advanced information technologies‚ including computer systems‚ software’s‚ storage systems and microelectronics. IBM translates these advanced technologies into value for their customers through their professional solutions‚ services and consulting businesses worldwide. Gerstner also brought with him a customer-oriented sensibility and the
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executives have indicated that culture is as important as strategy in organizational success Darrell Rigby “Organizational culture and so-called softer issues are now top of mind. Executives are clearly looking beyond cost cutting for success.” Lou Gerstner (IBM) stated that “. . . culture isn’t just one aspect of the game – it is the game.” Peter Drucker “Culture eats strategy for breakfast” Corporate Culture and Organizational Performance A classic study by Kotter and Heskett showed that organization
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The World Leader in Enterprise Marketing Management How P&G Leverages Its Scale In Ways Competitors Don’t Fully Appreciate www.emmgroup.net How P&G Leverages Its Scale In Ways That Competitors Don’t Fully Appreciate Contents Executive Summary Leveraging Scale With the Retail Trade Use Corporate-funded Projects to Leverage Scale Leverage Scale With Specific Consumer Cohorts Systemic Strategies That Use Scale to Overcome Inertia Conclusion – Scale With Fewer People; Scale at Every Juncture
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product complexity of IBM was evolving. However‚ the executives were isolated from these growing problems because of the complex organization structure‚ reliance of other staff and the consensus-driven decision making structure. 2. What did Gerstner do when he assumed the role of CEO in April 1993? Evaluate Gerstner’s approach to crisis management. What challenges did he face as he attempted to position the company for growth?
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Leader Member Exchange Theory Considerable research has shown that leaders can significantly influence individual‚ group‚ and organizational performance (Gerstner & Day‚ 1997; Judge‚ Piccolo‚ & Ilies‚ 2004; Lowe‚ Kroeck & Sivasubramaniam‚ 1996). Different leadership theories articulate a number of mechanisms through which leaders have such influences (Northouse‚ 1997). An alternative approach to understanding leaders’ influence on individual follower or subordinate effectiveness is through the focus
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the organization to develop them - Executives were isolated to growing problems (deep level of hierarchy) 2) What did Gerstner do when he assumed the role of CEO in April 1993? Evaluate Gerstner’s approach in crisis management. How well did he perform as a turnaround manager? What challenges did he face as he attempted to position the company for growth? What Gerstner did: - Focus on customers and get executives involved in their own customers - Keep key employees - Hired Jerry York charged
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000 hours of management time each year. Do you think this is a wise investment of IBM’s human resources? Why or why not? IBM was once an organization with a promising future‚ until the late 1980’s and early 1990’s‚ but when the new CEO‚ Louis V. Gerstner took over in 1993 his ideas brought the company back into competition. IBM was once an individualistic organization‚ where the employees and sales department worked solely by themselves. This just is not the way most organizations work anymore
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