Team Leadership/Diversity with Managing Conflict Resolution

Introduction to Graduate Education MSL 601 Team Leadership/Diversity with Managing Conflict Resolution Kevin Schaub Belhaven University, Jackson, Mississippi August 1, 2012 Instructor: Dr. Jay P. Chance Team Leadership/Diversity with Managing Conflict Resolution Introduction Leadership, team diversity and managing conflict resolution is just some of the high points for having a successful team or group. In this paper we will explain what leadership is and the different behavioral styles it represents. It will also touch base on setting higher expectations, creating a vision for the group, as well as stimulating the group to come up with challenging ways of doing things to help avoid burnout. The second part will explain†¦show more content†¦It is important to not let groups become another victim of burnout. There are different types of exhaustion such as emotional, mental, and physical. Break up the monotony and present them with different ways of doing the projects. Consistent processes of encouraging alterations into your routine are the best way to see improvement. Gorkin defined that by â€Å"acquiring and applying skills and technology for turning new problem-solving options into productive attitudes and actions.† One m ay even reflect back on Galatians 6:9, â€Å"So let’s not get tired of doing what is good. At just the right time we will reap a harvest of blessing if we don’t give up.† This statement alone can be applied to not only burnout but in relation to becoming a great leader as well. Team Dynamics or Group Behavior When talking about team dynamics the first question one may have is, â€Å"What are Team Dynamics?† In Williams (2011) it is said â€Å"The dynamics of teams determine if these goals will be met in an efficient manner.† It is said in Ecclesiastes 4: 9-10 â€Å"Two people are better off than one, for they can help each other succeed. If one person falls, the other can reach out and help. But someone who falls alone is in real trouble.† When conforming a team there are many components that can result in both positive and negative results. Friendship within a team can be both positive and negative. When a team’s form a friendship, which can be positive as in they may feel moreShow MoreRelatedCompanies Must Mentor Relationships and Manage Conflicts Essay1172 Words   |  5 PagesManaging conflict and how it will undoubtingly affect the long-term success of your career. Understanding the five areas of the mentoring relationship becomes vital for all employees when effectively managing conflict. The next competency of leveraging diversity is just as important as being able to manage conflict. In leveraging diversity one must â€Å"foster an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organization†Read MoreGroups and High-Performance Teams1617 Words   |  7 Pageshigh-performing team. Effective leaders are able to assemble a high-performance team with good hierarchical balance, measurable and attainable goals, and appropriate communication expectations across the team. They promptly address conflict resolutions and break down all physical barriers in managing multi-city offices and dispersed employees. By paying close attention to team demographics and diversity, good leaders will establish a solid group foundation which will result in a high-performance team. Read MoreHigh Ethical And Moral Standards1029 Words   |  5 Pagesare various opinions about which leadership competencies are the most important to possess. Depending upon which career field one chooses, some leadership competencies may be more important than others. However, many leadership competencies are interchangeable and almost all include but are not limited to: High ethical and moral standards; Empowerment including coaching and mentoring;Interpersonal relationships and communication; Team building;and Managing conflict. High Ethical and Moral Standards:Read MoreLeading High-Performance Teams Essay1651 Words   |  7 PagesLeading high-performance teams The team working is an important concept of the society wherein few people work together towards a common goal. In American culture, working in teams often considered contrary. Marvin Weisbord, author and organizational development expert, mentioned that, â€Å"Teamwork is the quintessential contradiction of a society grounded in individual achievement.† Still building, leading and organizing successful teams considered as a critical leadership task. It is always challengingRead MoreLeadership Approach : Relationship Oriented Leadership836 Words   |  4 PagesTask Two Section A: Leadership Approach Relationship-oriented leadership is the approach I would take in managing the Techfite project team. Relationship-oriented leadership aims to â€Å"enhance employees’ skills and create positive work relationships among coworkers and between the leader and his/her employees† (Kinicki, A. Fugate, M. (2015)). The three major relationship-oriented behaviors include: Servant-leadership, empowerment and consideration. Servant-leadership behavior is when the leaderRead MoreManagerial Skills : The Basic Principles Of Management Essay1221 Words   |  5 Pagesan organization that includes conceptual, technical, human, emotional intelligence, social intelligence, systems thinking, political savvy, continuous learning, and managing diversity. Conceptual skills: justice, fairness, the difference between right and wrong, legitimacy, truth equal opportunity, and valuing and appreciating diversity are examples of human conceptualizations that is their definitions are not universally defined because they do not exist in nature as a tangible object. But are inRead MoreOrganizational Behavior : The Department Of Human Resource And Management1524 Words   |  7 Pagesstrategies that accommodate people diversity characteristics. The department of human resource and management makes plan to deal with diversity. Diversity issues involves individual characteristics, an individual primary characteristic refers to individuals biological traits such as gender, race, sexual orientations and others. Secondary characteristics are factors that may be changed such as religion, educational background, and income and so on. Others diversity issues cover ethnicity/nationalityRead MoreTheories Of Management And Styles Of Leadership761 Words   |  4 Pagesto Hanly (2016) many theories of management and styles of leadership exist. In the end, none of them are right and none of them are wrong. Different people respond better to different styles of leadership, however Hanly (2016) explains that to be a truly skilled leader a manager needs to be aware of the needs of their staff and adapt their leadership style to nurture the most productivity in employees. Riley (2016) describes three leadership styles and these are autocratic, paternalistic and democraticRead MoreThe Dynamic World Of Nursing855 Words   |  4 Pagesnurses, interdisciplinary members, supporting staff, technologies, and structures. When there are interactions between two or more individuals and systems, conflicts arise (Grossman Velia, 2012).With emerging conflicts, theses systems can go into a state of disequilibrium. Change, good or bad is bound to occur. Change forces development of leadership in which nurses with their wide-ranging roles, are the most likely candidate. Therefore, nurses have an inherent role as change agents. It is a requisiteRead MoreStrengths And Skills Of A Leader1312 Words   |  6 PagesExample Aligning my strengths and skills a leader possesses will support my development. Communication is a key attribute to any professional. Leading by example through effective communication with colleagues, customers, and managers coordinates leadership skills with my strength. Hayter (2006) uses the letters is the word â€Å"speak† to translate what effective communication is. Establishing the structure is the first part. Clear organization of one’s thoughts assists the listeners’ comprehension. Purpose

The Concept of Death in Emily Dickinsons Poetry An Analysis

Death in Emily Dickinsons Poetry Introduction Emily Dickinsons 19th century anti-sentimental death poetry illustrates the awful struggle she faced with her spirituality and the realities of life, death and despair. Her attitudes were compelled by a perplexity regarding the prospect of Immortality and the afterlife. Dickinson almost appears at times to see in Death the personification of Relief. In other poems, she seems to see Death as something frightening and demanding of ones faith. In this sense, Emilys view of Death is both confounding and liberating as can be judged from her poetry, such as I heard a Fly Buzz When I Died, and Because I could not Stop for Death. In these poems as well as in others, one sees the juxtaposition of life and love to death and Immortality. This paper will compare and contrast Emily Dickinsons death poetry and show how her verses illustrate the double-nature of Death (as both confounder and liberator) as she imagined it to be in her life. Dickinsons Fly In 1863, Emily wrote I Heard a Fly Buzz When I Died. She gave no title to the poem. (She gave no titles to any of them, and they are merely known by their first lines). Filled with her characteristic use of the dash (the first line actually reads, I heard a Fly buzz when I died ) gives the poem stylish and halting manner as though the poet herself were trying to catch her breath or emphasize certain lines and phrases. The first stanza draws attention to the fact that theShow MoreRelatedEmily Dickinson s `` Because I Could Not Stop For Death `` Essay1355 Words   |  6 PagesModernism for Emily Dickinson has to do with the uncertainty. Emily Dickinson was a somber thinker who doesn’t try to enlighten anyone of anything. Her poems were uniquely written and she wrote about the uncertainty, which makes her poetry easy to empathize with in the 21st century. The 21st century, is a period of science which is used as a tool to make sense of the uncertainty. Emily Dick inson uses her poetry as a means to question and observe the trauma of human existence. For instance, she doesn’tRead MoreDickinson and Plath Comparative Analysis Essay example1530 Words   |  7 PagesPoetry is an intense expression of feelings and ideas which reflect the joys and struggles of the person writing it. We use it to convey love, to mourn a loss, tell a story, or to say the things we are afraid to tell an actual person. Emily Dickinson and Sylvia Plath dont write sonnets. These two poets clearly used poetry as a cathartic release for the troubles of their lives. Their struggles with even the rudimentary, plagued them throughout their short lifetime. Life and death being in constantRead MoreBibliography Relation to Analysis of Emily Dickinson ´s Writings2048 Words   |  8 Pages Anderson, Paul W. The Metaphysical Mirth of Emily Dickinson. Georgia Review 20.1 Spring 1966): 72-83. Rpt. in Nineteenth-Century Literature Criticism. Ed. Jessica Bomarito and Russel Whitaker. Vol. 171. Detroit: Gale, 2006. Literature Resource Center. Web. 14 Feb. 2014. Anderson accomplishes the discernment of Dickinson’s poems and their allusions to many classic myths. He denotes the figurative language that Dickinson utilizes in her poetry to relate to her themes. With these key elements inRead MoreAnalysis Of Emily Dickinson s Misty Wall 1183 Words   |  5 PagesAshley Vargas Misty Wall ENG 231 April 30, 2015 Emily Dickinson: Love Emily Dickinson lived a very solitary life. Though countless of her poems involved a topic of love. How did she cover the theme of love while living in her own world? Well, she goes about this in different types of poetry such as spiritual communication, using the combination of love and sex, and the separation of lovers (Emily Dickinson.). Dickinson lived in total physical isolation from the outside world but it was statedRead More Analysis of Emily Dickinsons Poem, Because I could not stop for Death693 Words   |  3 PagesAnalysis of Emily Dickinsons Poem, Because I could not stop for Death The poem Because I Could Not Stop for Death by Emily Dickinson expresses the speakers reflection on death. The poem focuses on the concept of life after death. This poems setting mirrors the circumstances by which death approaches, and death appears kind and compassionate. It is through the promise of immortality that fear is removed, and death not only becomes acceptable, but welcomed as well. As human beings,Read MoreAnalysis Of Emily Dickinson s Poem The Poetries Of Emily Essay1414 Words   |  6 PagesThe poetries of Emily Dickinson has intrigued and enthralled many people after her death in 1886. Dickinson is known for leading a mainly reclusive and introverted existence in most of her life, exploring her own world of emotions and feelings through her poetry. Dickinson’s poetry reflects her loneliness and the speaker of her poems generally live in a state of want, but her poems are also marked by the intimate recollection of inspirational moments which are decidedly life giving and suggests theRead MoreI Heard A Fly, By Michael Ryan1809 Words   |  8 PagesWhen Emily Dickinson was still in her teenage years, she began to experience pain all around her. Life and death became a prevalent topic as Ryan introduces, â€Å"Her bedroom from the age of sixteen to twenty-four overlooked the village graveyard; repeatedly, in the close community of Amherst, she was privy to the loss of children, parents, spouses, inmates†. By the time she was older, her poetry was very eloquent and thought out. In her poem â€Å"I heard a Fly Buzz- when I died-†, also referred to as 465Read MorePoems with Theme with Life and Death and Their Analysis8446 Words   |  34 PagesEI WAI KHAING AN ANALYSIS OF THEMES ON LIFE AND DEATH OF SOME POEMS Abstract: Some basic elements of poem and types of poem are included in this paper. Although there are countless number of poems on Life and Death, only the ones which seem noteworthy are studied and analysed in terms of themes. Different opinions of different poets on life and death found in their poems are also presented and contrasted in this paper. This paperRead MoreAmerican Literature11652 Words   |  47 Pagess inner feelings emphasis on the imagination over reason and intuition over facts urbanization versus nostalgia for nature burden of the Puritan past Genre/Style: ï‚ · ï‚ · ï‚ · ï‚ · ï‚ · ï‚ · literary tale character sketch slave narratives, political novels poetry transcendentalism Effect: ï‚ · ï‚ · ï‚ · helps instill proper gender behavior for men and women fuels the abolitionist movement allow people to re-imagine the American past Historical Context: ï‚ · ï‚ · expansion of magazines, newspapers, and bookRead MoreFigurative Language and the Canterbury Tales13472 Words   |  54 Pagesabstraction †¢ â€Å"Eloquent, just, and mighty Death ! whom none could advise....† †¢ O WORLD, I cannot hold thee close enough! 8. approximate rhyme: also known as imperfect rhyme, near rhyme, slant rhyme, or oblique rhyme. A term used for words in a rhyming pattern that have some kind of sound correspondence but are not perfect rhymes. Often words at the end of lines at first LOOK like they will rhyme but are not pronounced in perfect rhyme. Emily Dickinson’s poems are famous for her use of approximate

System Administrator Free Essays

string(20) " FROM 1998 TO 2005\." Internet Mini Case #10 Intel Corporation J. David Hunger In 1968, Robert N. Noyce, the co-inventor of the integrated circuit, and Gordon E. We will write a custom essay sample on System Administrator or any similar topic only for you Order Now Moore left Fairchild Semiconductor International to form a new company. They took with them a young chemical engineer, Andrew Grove, and called the new firm Intel, short for integrated electronics. The company successfully made money by manufacturing computer memory modules. The company produced the first microprocessor (also called a â€Å"chip†) in 1971. A key turning point for the new company was IBM’s decision in the early 1980s to select Intel’s processors to run IBM’s new line of personal computers. Today, more than 80% of the world’s PCs run on Intel microprocessors. One of the company’s early innovations was centralizing its manufacturing in giant chip fabrication plants. This allowed Intel to make chips at a lower cost than its competitors who made custom chips in small factories. The founders encouraged a corporate culture of â€Å"disagree and commit† in which engineers were encouraged to constantly think of new ways of doing things faster, cheaper, and more reliably. Massive investment by Japanese competitors in the late 1970s led to falling prices in computer memory modules. Faced with possible bankruptcy, CEO Moore, with Grove as his second in command (Noyce had retired from active management), made the strategic decision in 1985 to abandon the computer memory business to focus on microprocessors. Projected growth in microprocessors was based on Moore’s prediction that the number of transistors on a chip would double every 24 months. In what was soon called â€Å"Moore’s Law,† Gordon Moore argued that microprocessor technology would improve exponentially, regardless of the state of the economy, the industry, or any one company. Thus, a company had to be at the cusp of innovation or risk falling behind. According to Moore, â€Å"If you lag behind your competition by a generation, you don’t just fall behind in chip performance, you get undercut in cost. † ______________________________________________________________________________ This case was prepared by Professor J. David Hunger, Iowa State University and St. John’s University. Copyright  © 2006 by J. David Hunger. The copyright holder is solely responsible for case content. Reprint permission is solely granted to the publisher, Prentice-Hall, for the books Strategic Management and Business Policy–11th Edition (and the International version of this book) and Cases in Strategic Management and Business Policy–11th Edition, by the copyright holder, J. David Hunger. Any other publication of the case (translation, any form of electronics or other media) or sale (any form of partnership) to another publisher will be in violation of copyright law, unless J. David Hunger has granted an additional written permission. Sources available upon request. Reprinted by permission. To raise money, Intel’s management agreed to sell 12% of the company’s stock to IBM for $250 million, a stake it later repurchased. Moore’s Law soon became part of the corporate culture as a fundamental expectation of all employees. Andy Grove replaced Gordon Moore as Intel’s CEO in 1987. Moore continued to serve on Intel’s board of directors until 2001. During Grove’s tenure as CEO from 1987 to 1998, Intel’s stock price rose 31. 6% annually and revenues grew from $1. 9 billion to $25. 1 billion. With 55% of its sales coming from outside the United States, Intel was transformed into a global corporation. The company became central to the growth of personal computers, cell phones, genomic research, and computer-aided design. Strategic Decisions Lead to Market Dominance IN ORDER TO SUCCEED IN THIS HIGH-TECH BUSINESS, MANAGEMENT WAS FORCED TO MAKE A NUMBER OF RISKY STRATEGIC DECISIONS. FOR EXAMPLE, INTEL’S BOARD OF DIRECTORS FOUND IT DIFFICULT TO VOTE FOR A PROPOSAL IN THE EARLY 1990S TO COMMIT $5 BILLION TO MAKING THE PENTIUM MICROPROCESSOR CHIP—FIVE TIMES THE AMOUNT NEEDED FOR ITS PREVIOUS CHIP. IN LOOKING BACK ON THAT BOARD MEETING, THEN-CEO ANDY GROVE REMARKED, â€Å"I REMEMBER PEOPLE’S EYES LOOKING AT THAT CHART AND GETTING BIG. I WASN’T EVEN SURE I BELIEVED THOSE NUMBERS AT THE TIME. † THE PROPOSAL COMMITTED THE COMPANY TO BUILDING NEW FACTORIES—SOMETHING INTEL HAD BEEN RELUCTANT TO DO. A WRONG DECISION WOULD MEAN THAT THE COMPANY WOULD END UP WITH A KILLING AMOUNT OF OVERCAPACITY. BASED ON GROVE’S PRESENTATION, THE BOARD DECIDED TO TAKE THE GAMBLE. INTEL’S RESULTING MANUFACTURING EXPANSION EVENTUALLY COST $10 BILLION, BUT RESULTED IN INTEL’S DOMINATION OF THE MICROPROCESSOR BUSINESS AND HUGE CASH PROFITS. In 1994, soon after the introduction of the Pentium microprocessor, users noticed a small defect in the chip and began demanding replacement chips. The company soon fixed the problem and quickly sent their computer-maker customers new Pentium chips to replace the defective ones. Even though Intel had no obligation to deal directly with end users, the people to whom the computer makers sold their PCs, Grove and the board decided to replace all defective Pentium chips wherever they might be. This was an expensive decision, but one for which the firm received high praise throughout the industry. Realizing that future development of microprocessors would involve RISC technology—a technology Intel did not then have—CEO Grove persuaded Hewlett-Packard’s CEO in 1994 to combine HP’s work in RISC technology with Intel’s ability in product development. This joint venture took on the multibillion-dollar expense of creating 64-bit chip architecture—thought to be crucial to Intel’s continued success. Along with Bill Gates at Microsoft and Steve Jobs at Apple, Andy Grove had become a major figure in the computer industry at the dawn of the 21st century. Although Grove retired as CEO in 1998, he continued to serve until 2005 as Intel’s Chairman of the Board. Like Noyce and Moore before him, Grove took on the mantle of corporate guru. His 1996 book, Only the Paranoid Survive, in which Grove described how companies should deal with new competitors that emerge suddenly and change the fundamental shape of the industry, was widely read. Even with no official title, Grove continued to serve the company as its â€Å"senior adviser. † Intel After Andy Grove: A New Strategic Direction CRAIG BARRETT REPLACED ANDY GROVE AS INTEL’S CEO FROM 1998 TO 2005. You read "System Administrator" in category "Papers" HE WAS ABLE TO PERSUADE THE BOARD IN 2002 TO INVEST $28 BILLION IN THE LATEST MANUFACTURING PLANTS AND TECHNOLOGIES DURING THE LONGEST DOWNTURN IN THE CHIP INDUSTRY’S HISTORY. THE BOARD HAD BEEN WORRIED THAT NEW PLANTS COULD BURDEN THE INTEL WITH OVERCAPACITY IF DEMAND FAILED TO MATERIALIZE. BY 2005, FIVE FACTORIES WERE ABLE TO MAKE 21? 2 TIMES MORE CHIPS THAN THE OLDER-GENERATION FABRICATION PLANTS—1. 25 MILLION CHIPS DAILY. BECAUSE OF THE HUGE COST TO BUILD THIS TYPE OF PLANT, RIVALS TI, AMD, AND IBM EACH HAD ONLY ONE PLANT OF THIS ADVANCED TYPE IN 2006. TI CONCEDED THAT ITS CAPACITY TO PRODUCE THE LATEST-TECHNOLOGY CHIPS WAS LIMITED TO ONLY 250,000 PER DAY. During Barrett’s tenure, the company also invested billions of dollars in businesses outside the computer market that largely failed. In 2001, the firm exited from making cameras and other consumer electronics gear after key customers Dell and Hewlett-Packard (HP) complained that Intel was competing against them. In 2002, Intel took a $100 million charge against earnings when it cancelled its entry into Web hosting. In 2004, Intel attempted to go after Texas Instruments with its version of digital signal processors, a key ingredient in cell phones. Unfortunately, cell-phone manufacturers ignored Intel’s product in favor of those by TI. Industry analysts concluded that Intel had a steep learning curve outside of personal computers. Even with this checkered history outside the PC business, in 2004 CEO Barrett launched an ambitious strategic move. Instead of â€Å"Intel Inside,† the plan was to be â€Å"Intel Everywhere. Under the new strategic plan, Intel would offer chips that would be used in all sorts of applications, including PCs, cell phones, flat-panel TVs, portable video players, wireless home networking, and medical diagnostic equipment. The company targeted 10 new product areas for its chips, primarily in the consumer electronics and communications markets. This plan was based on the movement in multiple industries from an analog to a digital format. According to Barrett, â€Å"Communication is going digital. Entertainment is going digital. We are able to bring our expertise into different areas where we really had no unique capability before. Supporting this announcement, Intel introduced a chip based on a new technology called WiMax that could be used to deliver high-speed wireless Internet access throughout a small city for about $100,000, one-tenth the cost of fiber-optic lines. Competition Heats Up MEANWHILE, INTEL’S PC CHIP BUSINESS WAS RUNNING INTO SOME DIFFICULTY. WHEN, IN 2004, INTEL AND HEWLETT-PACKARD RELEASED THE ITANIUM SERVER CHIP THEY HAD JOINTLY DEVELOPED THREE YEARS EARLIER, CRITICS CALLED IT â€Å"THE ITANIC. † DELIVERED TWO YEARS LATE AT A COST OF $2 BILLION, THE 64-BIT CHIP PERFORMED MORE SLOWLY THAN INTEL’S OWN 32-BIT CHIP AND SEEMED TO HAVE NO FUTURE. IN FEBRUARY 2004, CEO BARRETT ANNOUNCED THAT THE COMPANY WOULD RECONFIGURE ITS 32-BIT XEON CHIP FOR SERVERS AND ITS PENTIUM 4 FOR DESKTOPS SO THAT THEY COULD HANDLE 64-BIT APPLICATIONS. UNFORTUNATELY, ADVANCED MICRO DEVICES (AMD) HAD ALREADY BEGUN SELLING ITS OPTERON SERVER CHIP IN APRIL 2003. THE OPTERON HAD THE CAPABILITY OF RUNNING BOTH 32-BIT AND 64-BIT APPLICATIONS. SURPRISINGLY, INTEL’S JOINT VENTURE PARTNER HP DECIDED TO SELL SERVERS WITH AMD’S OPTERON CHIP ALONG WITH INTEL’S PRODUCTS. BY DECEMBER 2003, AMD HAD OBTAINED 3. 9% OF THE MAINSTREAM SERVER MARKET AND WAS TAKING AIM AT THE PC MARKET AS WELL. Since 2003, AMD’s chips had been faster, used less power, generated less heat, and cost less than did Intel’s. As a result, Intel’s share of the market in servers fell from almost 100% in 2001 to less than 85% in 2006. Its market share in laptop PCs declined from 88% in 2001 to 86% in 2006. Its share in desktops also dropped from 80% in 2000 to 74% in 2006. Dell, the biggest PC maker in terms of sales, decided in May 2006 to abandon its policy of only using Intel chips in its PCs by offering AMD chips in its computer servers. This was a serious blow to Intel’s continued dominance of the market. AMD was able to make a significant dent in Intel’s market share by focusing its limited resources on microprocessors for PCs and servers and letting others supply the remaining chips. When Intel ran into a parts shortage for its desktop PCs in December 2005, AMD quickly dispatched its sales people to fill the void. AMD-based desktop PCs began to dominate the shelves at Best Buy, Circuit City, and other stores. By mid-2006, AMD held a 26% share of the U. S. server chip market and a 48% share of the multi-core processors, which put at least two chips on a single piece of silicon. As a result, AMD’s gross margin of 58. 6% exceeded Intel’s of 55. 1% during the first quarter of 2006. In response, Intel began offering the first in a family of revamped chips called Core 2. These chips used less energy while offering better performance. Intrigued by AMD’s success, industry analysts wondered if AMD would be able to continue offering innovative products without succumbing to the supply problems that had dogged it in the past. Reinventing the Company IN MAY 2005, CRAIG BARRETT TRANSFERRED THE CEO POSITION TO PAUL OTELLINI AND BECAME CHAIRMAN OF THE BOARD. PAST-PRESIDENT OF INTEL UNDER BARRETT, OTELLINI CONTINUED BARRETT’S STRATEGIC DECISION TO PUSH THE COMPANY INTO MULTIPLE FIELDS WITH NEW CHIP â€Å"PLATFORMS. † PC GROWTH WAS SLOWING. CELLULAR AND HANDHELD DEVICES WERE NOW COMPETING FOR THE PRIMARY SPOT IN PEOPLE’S LIVES. OTELLINI AGREED THAT HE MUST REINVENT INTEL OR FACE A FUTURE OF EVENTUAL DECLINE. THE PC BUSINESS APPEARED TO HAVE REACHED MATURITY. REVENUE GROWTH HAD AVERAGED 13% FROM 2002 TO 2005, BUT ANALYSTS WERE ESTIMATING THAT THE COMPANY’S SALES WOULD ONLY GROW 7% IN 2006 TO $42. BILLION. PROFITS, WHICH HAD BEEN INCREASING ON AVERAGE 40% ANNUALLY FROM 2002 TO 2005, WERE EXPECTED TO RISE ONLY 5% IN 2006 TO $9. 5 MILLION. Ortellini proposed that Intel should not just make PC microprocessors, but should also create many types of chips, as well as software, and then combine them into what he called â€Å"platforms. † Since taking over as CEO, Ortellini had reorganized the company, created busi ness units for each product area, and scattered the processor experts among the units. He added 20,000 people in 2005. Note: Intel’s annual and quarterly reports and SEC filings are available via the company’s web site at www. intel. com. ) Paul Ortellini was the first non-engineer to serve as Intel’s CEO. He put particular emphasis on marketing because he thought that the only way Intel could succeed in new markets was by communicating more clearly what technology could do for customers. This went contrary to the corporate culture in which engineers had been the key players who made ever-faster chips and then let marketers try to sell them. Ortellini created development teams with people having a cross-section of skills. Chip engineers, software developers, marketers, and market specialists now worked together to develop breakthrough innovations. Many engineers were frustrated with the changes and their loss in status. Some of the design specialists who had been working on the Pentium 4 before it was cancelled left Intel for jobs at TI or AMD. Ortellini’s ultimate goal was to provide the manufacturers of everything from laptops and entertainment PCs to cell phones and hospital gear with complete packages of chips and software. The old logo of â€Å"Intel Inside† was to disappear, replaced by an updated Intel logo with a swirl to signify movement and a tagline of â€Å"Leap Ahead. † Meanwhile, the Pentium brand was to be slowly phased out and replaced by Viiv, Centrino, and Core. Intel was on a new path. It was leaving the Grove era behind and moving into uncharted territory. This was not the first time that the company had bet everything on a new strategy. Would Intel succeed with its new strategic direction? How to cite System Administrator, Papers

Importance of Consultation and Stakeholder Management Free Sample

Question: Discuss the Importance of Communication, Consultation and Stakeholder Management, with reference to: 1.Macro Risks2. Micro Risks3. Risks arising from visitor Behaviour and Activities, and Explain how Communication and Consultation Can be Undertaken. Answer: Introduction Will business operations ever operate smoothly in the environment? From the study of several different types of business operations, individuals will find out that there are uncertainties which will hinder them from achieving their goals. These uncertainties are known to as risks. A risk is defined as uncertainty in the business regarding the companys objectives. Risks include staff strikes, the crisis of the cash flows, security issues, weather among several others. For the firm to pick the desired direction, there is the need to address the issues arising from risk management (National Research Council, 2013). Risk management refers to the process of coordinating a firms activities to control risks which are likely to occur or have happened in the business process (Waldron and Kassing, 2016) A successful risk management entails several things which include a critical analysis of the environment. The environment is what decides whether organizational goals will be achieved for after all it is the one supporting the production factors which are land, labor, market, capital, entrepreneur, and several others. Some of the critical elements in the risk management process of a firm are consultation, communication and stakeholder management (Aswathappa, 2014). The importance of Communication, consultation and stakeholder management in reference to: Macro risks Macro risks arise due to political actions in the country where the business is located and have the ability to affect all the foreign operations of a firm. Some macro risks might come from events which the government does not have any control. Every business activity has financial, ethical and legal obligations to perform. Communication and consultation are very efficient in making sound choices so that a firm does not fail to fulfill these requirements. Communication is paramount in solving the macro risks. For instance, a company running international activities in another nation is at a high risk of macro-risks, through communication via different platforms like the social media, television, radio and several others, the investors will be able to know the possible risks they are likely to face in a given business year (Sharan, 2016). For example, if a company decides to operate in a nation like Britain, communication will help them to know the tax requirements and any other gover nment activities likely to hinder their development. What happens when a firm is not aware of the macro risks? The only way to go is to seek consultation from the existing firms in that particular nation. From their advice, managers and stakeholders can make positive choices to counter the possible risks in the new environment. Communication is essential for the provision of information in the risk department of any firm. Everything in a firm rely on communication to move forward. Micro risks For a micro risk, not all businesses are affected. They include implementation of strict environmental laws. Such regulations will affect only a few industries which engage in cumbersome production processes like manufacturing of goods where much pollution is involved (Symposium on Environmental Change and Human Health, 2013). Industries such as the service industries cannot be affected by such laws. It is through communication that a firm is made aware of the rules governing certain industries hence prepare for such risks suppose they occur. Nevertheless, through communication, management is informed of the micro risks in a foreign land and hence engage in proper preparation to counter the risks. To understand the possible hazards, the need for communication and consultation are very high. An individual cannot solve a problem which he/she is not familiar with. Through information, management can analyze the costs likely to be incurred in controlling the risks. This helps them to com e up with strategies to aid in countering the micro-risks, for instance, in the case of government laws regulating production activities which lead to hazards like environmental degradation, managers will be able to bring up measures to control pollution. Such risks will not befall them even if the government makes such implementations. The significant role which communication and consultation play is making the risk information readily available. Information is the best weapon in the decision-making process. It is what will either lead to the success or failure of an organization. If the right information is at hand, then risk management becomes a simple challenge to deal with. After obtaining such crucial information, it is the role of the managers to disseminate it to the concerned departments of the company. How do they use such information to solve the micro and macro risks? Meetings can be held for consultation. Members of the enterprise, more especially the management can consult each other on how they will use the information they have obtained to prepare the organization for risks. Bringing different ideas into consultation is crucial. It yields the best course for problem-solving. If employees are also involved in contributing their opinions, the best course of action will be obtained. Almost every production activity taking place in a company affects the employees, and so are the decisions made. Employees are the ones who ensure that ethics is put to use. Most companies present this information even in the consumer products. How many times have you bought goods in which you find the cost is attached and the tax breakdown indicated? When you buy products and provided with receipts, take a good look at the price breakdown, you will notice that different taxes are included in it. Tax forms part of the macro risks of a company. When companies levy heavy taxes on goods, manufacturers tend to raise prices so that they can recover the money used to pay for taxes. But how is the tax information useful to the consumer? Consumers form the biggest part of the organization, without them businesses may close down. When prices rise due to taxation, people might start feeling overexploited, they will see it as unethical (Food, 2014). Providing them with the tax information will help them to understand that the government is the one behind the increased costs. Instead of complaining to the company, they will raise their issues to the government to reduce the tax charged on manufacturers. The risk of losing reputation to the clients is thus avoided (Bedell and Lennox, 2015). The stakeholders of a company play a great role in a company, which involves the Risk management process. They finance and run the business (Gossy, 2014). Stakeholders should pay particular attention to the macro and micro risks likely to face their organization. The focus will include putting money aside for risk control, forming a team among them which will be responsible for handling risks and investing in research will aid in identifying possible future risks. Knowing potential risks enables one to prepare for the eventual line of action. This makes the stakeholders be so crucial in the risk management process (Kellermann, Haan and Vries, 2013). At some point, company stakeholders can choose to select their representatives in the government to help them overcome over-exploitation by the government laws which might be passed to favor few individuals. The ambassadors will ensure that there are equity and equality in the laws. Nevertheless, the optimum method of countering the risks can be made by the stakeholders. Stakeholders will come up with a strategy to minimize the losses due to the present risk. The stakeholders are always aware that the reason behind risk control is to reduce the loss of assets. The stakeholders also do evaluation of the risk (Borghesi, Gaudenzi and Borghesi, 2013). 3.Risks arising from visitor behavior and activities Some of the risks which may arise from visitors behavior and activities include the poor presentation of the organization to the public, sharing the companys crucial information with other people or competitors, negative attitudes and beliefs among others (Lundgren and Mcmakin, 2013). It is through communication that such visitors get private information of a company. There is, therefore, the need to control communication between the stakeholders and visitors in the workplace. The organization should set a culture which will prevent employees or any staff member from sharing some information with the public (Golub and Tilman, 2015). When a visitor leaks out certain information to the public regarding its products, clients will turn away from the products if the message is defaming. In the case where visitors give out a positive image of the organization, the company will gain more clients. In the event of defamation, the company can employ communication strategies to solve the problem (Beaver and Parker, 2015) For instance, the management stakeholders can post messages to counter the visitors message to the people. Another way to avoid such risks is to share organizational information with few people only, for instance, managers only (Waldron and Kassing, 2016). Nevertheless, before sharing any information to a visitor, it is nice to consult the entire management. Conclusion There are so many methods of managing risks in organizations (Alkuwaiti, 2015).They include sharing the risk, retaining the risk, avoiding the risk, changing the consequences likely to be brought about by the risk and so many others. It is the role of the stakeholders and management to invest and chose the most efficient method to manage the micro, macro and risks likely to be brought about by visitors (Osmani, 2015). Some factors such as financial viability, reputation, and personal safety should be put into consideration when determining the method of risk management (Lam, 2013). References Waldron, D. V. R., Kassing, D. J. W. (2016). Managing Risk in Communication Encounters: Strategies for the Workplace. Thousand Oaks, Sage Publications. https://public.eblib.com/choice/publicfullrecord.aspx?p=996318 Sharan, V. (2016). 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