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Netcom Business Analysis Introduction Company Philosophy
The Minnesota Mining & Manufacturing Corporation (3M) was founded in 1902. It reported sales revenues of $16.7 billion during the year 2000. These revenues came from 3M's six business divisions: industrial; transportation, graphics, and safety; healthcare; consumer and office; electro and communications; and specialty materials. All business divisions were profitable in 2000. The same year, the company made more than 60,000 products and about $5.6 billion sales came from products that had been introduced during the prior four years and another $1.5 billion came from products introduced during 2000. Annually, more than 75,000 employees worked to create more than 500 new products. The company was recognized for its vertical organizational structure, with businesses established by technologies and markets. It was one of the most admired corporations in America and was awarded the National Medal for Technology, the U.S. government's top award for innovation, in 1995.
In modern day business, there can be so many pressures that can cause managers to commit fraud, even though it often starts as just a little bit at first, but will spiral out of control with time. In the case of WorldCom, there were several pressures that led executives and managers to “cook the books.” Much of WorldCom’s initial growth and success was due to acquisitions. Over time, WorldCom discovered that there were no more opportunities for growth through acquisitions when the U.S. Department of Justice disallowed the acquisition of Sprint.
Clearly Polycom’s success does not just stem from quality products and services, but also from the employees who are in the trenches every day; creating new products, increasing productivity, maintaining and increasing customer satisfaction, excellent customer service, etc. Foresight, innovation, and strategic planning are a daily routine to keep the company a successful competitor in the market. It is without a doubt that Polycom needs qualified leadership. High caliber leadership/management is vital to successfully run a global enterprise of this statute. Constant re-organization and product structure changes are necessary to adapt to current and future consumer demands. I interviewed one of the leading managers at Polycom to find out what it takes to keep the machine rolling and what the typical duties of a manager entail.
Core competencies are a collection of competencies that crosses divisional boundaries, which allow a business to be competitive in a marketplace. This is something that the corporation that the business can do exceptionally well. A core competency should allow companies to expand into a new end markets including providing a significant benefit to customers. This should be hard for competitors to replicate the products and services.
...ide whether it should be getting better at what it is already good at or whether it should be looking toward higher order capabilities that are beyond the old. The strategic vision of AT&T must be adjusted to reflect their intent of being ‘boundaryless’ and to become the leader in the infocom industry. It must become the companies culture.
At the July Association of the United States Army (AUSA) Conference, LTG Ostrowski, the Army Acquisition Executive Lead, conveyed the Army’s need for future network solutions. It was also shared in the FY16 Presidential Budget that the Army has several budget requests for Communications systems and upgrades totally over $1.2B (Keller, J. , 2015). This is an opportunity for the Comms BU to expand its customer base in the U.S. Army market place. Northrop Grumman was ranked in the Top 5 of Aerospace and Defense Companies in Forbes America’s Best Employers list (2017). They were ranked over larger companies such as Boeing, Lockheed Martin and Raytheon. Their commitment to their employees, diversity, their customer and even the environment drives their culture. Northrop Grumman’s competitive advantage is leveraging the technology already developed and tested for the services (Air Force and Navy). Their experience with the Army is via services work where our people have gained the expertise to be the right people for working with the Missile Defense Agency. After analyzing both the internal and external environment of Northrop, their competitors and the analysis of their financial position, Northrop has developed a sustainable competitive advantage. They have done this through the use of product differentiation. The value they receive, the knowledge they gain and patents they own by acquiring other companies expands their portfolio to offer products and services not comparable to their competitors. Their respective strategic position establishes a value to their customers that is differentiated amongst their competitors, allowing them to offer a higher premium for their products and
Background One. Tel was launched by Jodee Rich and Brad Keeling in 1995 (Cook, 2001). At first, it looked to get the advantages from deregulation of the telecommunication industry by reselling other network’s capacity and making money through stock market speculation. Rich and Keeling tried to increase the company’s shares rather than profit the company (Cook, 2001). Initially, One.
However, RLK’s competitors are downsizing and outsourcing R&D and exploiting on the cost advantages. If RLK decides to invest more money into R&D and should the new product stall on launch, they face the danger of becoming bankrupt.
At the beginning of April, Carl Robbins was hired at ABC, INC. as a new recruiter. He successfully hired several employees, even though he was fairly new at his job. This was his first recruitment effort that turned out quite well. After this, the Operations Supervisor, Monica Carrolls, tasked Carl to recruit 15 new employees to begin working at ABC in July. So Carl scheduled an orientation to take place for the 15 employees on June 15th. Monica contacted Carl around May 15th to ensure that the process to get the orientation started was underway and Carl assured her that the orientation would be ready in time. Carl started working on the task to set up the orientation around the end of May and soon realized he didn’t have a room for the orientation to be held and the necessary paperwork was far from complete. He only had three manuals and all were missing pages and not one of the new employees was scheduled to get the required drug test. He had two weeks until the orientation was to be presented and suddenly realized he may have misinformed Monica on having the orientation ready in time. Carl put himself in a misfortunate situation with his lack of experience and improper use of communication causing him to be behind in his tasking. If Carl does not act fast or start communicating with his management, he may not be able to make the deadline.
For many years, IBM succeeded in holding a very good market position. In fact, the company achieved a very high market share and huge profits. However, this situation did not last forever. In 1990, IBM experienced its first quarterly loss of $2billion due to some unexpected accounting charges. However, revenues increased from $62.7 billion in the previous year to $96 billion. In 1991, the c...
Thus, the main business tactics of the company in context of this business philosophy is ;
In a computer network, switches are devices that are used to connect devices together. Multiple cables can be connected to a switch to enable networked devices to communicate with each other. The role of a switch is to manage the flow of data throughout a network and this process is effective in its role due to the fact that the messages are sent only to the intended target. The media access control (MAC) is the identification that each device connected to the switch carries. By each device having individual IDs this increases the overall effectiveness and security of a network.
We intend to exploit our leadership role by continuing to target and enter segments of the communications market that we believe will experience rapid growth or grow faster than the industry as a whole....
The economic problem was that WorldCom had a vast supply in telecommunications capacity that emerged in the 1990s, as the industry rushed to build fibre optic networks and other infrastructure based on overly optimistic projections of Internet growth (Lyke and Jickling, 2002)
This case study analysis is on Samsung Electronics Company (SEC) and how it has climbed up the ranks in the past decade via calculated marketing strategies, extensive market research and analysis, and a risky bet on how the market will evolve. Samsung’s principle outlook took time and education from within and thereafter the general market.