Who Says Elephants Can’t Dance? Leading a Great Enterprise Through Dramatic Change Louis V. Gerstner‚ Jr. This book is dedicated to the thousands of IBMers who never gave up on their company‚ their colleagues‚ and themselves. They are the real heroes of the reinvention of IBM. Contents Foreword Introduction PART I-GRABBING HOLD 1 The Courtship 2 The Announcement 3 Drinking from a Fire Hose 4 Out to the Field 5 Operation Bear Hug 6 Stop the Bleeding (and Hold the Vision)
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Organization Science Vol. 20‚ No. 2‚ March–April 2009‚ pp. 281–293 issn 1047-7039 eissn 1526-5455 09 2002 0281 informs ® doi 10.1287/orsc.1090.0423 © 2009 INFORMS Strategic Renewal of Organizations Rajshree Agarwal College of Business‚ University of Illinois‚ Champaign‚ Illinois 61822‚ agarwalr@illinois.edu Constance E. Helfat Tuck School of Business‚ Dartmouth College‚ Hanover‚ New Hampshire 03755‚ constance.helfat@dartmouth.edu S trategic renewal‚ although critical for
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I N N O V A A T I O N I N N O V A A T I O N I N N O V A A T I O N I N N O V A A T I O N I N N O V A A T I O N 1 www.ibscdc.org ITC’s E-Choupal: A Mirage of the Poor? E-Choupal is a novel initiative of ITC Limited (ITC)‚ an Indian conglomerate‚ to improve its marketing channel in agriculture. It has its roots in Project Symphony – a pilot project launched in 1999 to organise ITC’s agri business. The business model was designed to accommodate farmers‚ intermediaries in the traditional
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2 chapter Let’s Get Real: Meet the Manager Dana Robbins-Murray Account Director Caliber Group Tucson‚ AZ MY JOB: You’ll be hearing more from this real manager throughout the chapter. I am an account director for Caliber Group‚ a full-service marketing/PR firm. My main responsibility is to work with our clients to determine what type of marketing or public relations they need to create better brand awareness and increase sales for their business. BEST PART OF MY JOB: Working with a large‚ diverse
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Human resources management‚ Corporate social responsibility) IBM has engaged its employees and retirees through its On Demand Community‚ which in over one hundred and twenty countries matches them to service opportunities of interest. CEO Sam Palmisano explains the company’s skill-based volunteer program thusly: “No company can mandate volunteerism. The decision and selfsacrifice comes from within the individual. What we can do is encourage and support this distinctive aspect of our culture by
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Strange and Secret Peoples: Fairies and Victorian Consciousness. New York: Oxford UP‚ 1999. Scuriatti‚ Laura. ”A Tale of Two Cities: H.G. Wells’s ‘A Door in the Wall’.” The Wellsian. 22 (winter‚ 1999) 11-28. Rpt. in Short Story Criticism. Ed. Joseph Palmisano. Vol 70. Detroit: Gale‚ 2004. 11-28. Ward‚ Alfred C. "H. G. Wells." Aspects of the Modern Short Story: English and American. University of London Press‚ 1924. 139-141. Rpt. in Short Stories for Students. Ed. Kathleen Wilson. Vol. 3. Detroit: Gale
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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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chapter 1 Fundamentals of Strategic Management 1 chapter 1 Fundamentals of Strategic Management W hat do Circuit City‚ Washington Mutual‚ Saab‚ Blockbuster‚ and Borders have in common? All of these recognized companies filed for bankruptcy during the past several years. While the situation surrounding each firm is different‚ all of them failed to meet various strategic challenges. Put another way‚ organizations typically do not succeed or fail randomly. Some plan‚ prepare‚ and
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Content of Course Syllabi Business Analysis Using Financial Statements 2 Career Development 10 Cases in Accounting and Capital Market 12 Comparative Human Resource Management Systems 17 Integrated Marketing Communications (IMC) 20 International Business 26 International Economics 28 International Enterprises Management 32 Leadership 38 Microeconomics of Competitiveness 40 Strategic Human Resource Management 43 Strategic Pricing 45 Theory of investment 58 Doing Business in China 60
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13 Organizational Structure LEARNING OBJECTIVES After reading this chapter‚ you should be able to: 1. Describe three types of coordination in organizational structures. 2. Justify the optimal span of control in a given situation. 3. Discuss the advantages and disadvantages of centralization and formalization. 4. Distinguish organic from mechanistic organizational structures. 5. Identify and evaluate the six pure types of departmentalization. 6. Describe three variations of divisional structure
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