This document compares and contrasts the leadership styles and careers of Bill Gates and Steve Jobs, the visionaries behind Microsoft and Apple, respectively. It describes how Gates started Microsoft in 1975 and focused on dominating operating systems and office software, while Jobs co-founded Apple in 1976 with a vision of personal computers being easy to use. While Gates recognized the need for professional management, Jobs was overconfident and neglected management. This led to Apple's decline in the 1990s until Jobs returned and revitalized the company, having matured as a leader. It outlines their trajectories through 2006, with Gates focusing on philanthropy through his foundation while preparing new Windows, and Jobs continuing Apple's success after being rehired.
This document provides contact information for assignment solutions and case study answers. It lists an email address and website for Aravind Banakar who provides these services. It also lists his phone numbers. The document then provides several sample case studies and questions related to international management, Coca-Cola's operations in Europe, profiles of Bill Gates and Steve Jobs, Westinghouse corporation, and international business topics.
What do you believe india must do to improve its international competitivenessanswersheethelp help
This document provides contact information for assignment solutions and case study answers. It lists an email address and phone numbers for Aravind Banakar and provides a website for mba case study answers. It also lists subject areas that can be provided including international management case studies, profiles of business leaders, and ways companies have adapted internationally. Students can contact the listed individual to receive help with assignments, case studies, projects, and theses.
This document provides contact information for assignment solutions and case study answers. It lists an email address and website for Aravind Banakar who provides these services. It also lists his phone numbers. The document then provides several sample case studies and questions related to international management, Coca-Cola's operations in Europe, profiles of Bill Gates and Steve Jobs, Westinghouse corporation, and international business topics.
What do you believe india must do to improve its international competitivenessanswersheethelp help
This document provides contact information for assignment solutions and case study answers. It lists an email address and phone numbers for Aravind Banakar and provides a website for mba case study answers. It also lists subject areas that can be provided including international management case studies, profiles of business leaders, and ways companies have adapted internationally. Students can contact the listed individual to receive help with assignments, case studies, projects, and theses.
This document contains an examination paper on Principles and Practices of Management. It is divided into three sections. Section A contains 10 multiple choice questions and 4 short answer questions testing concepts like Maslow's hierarchy of needs, management by objectives, coordination vs cooperation, and theories of authority. Section B presents two case studies, each followed by 2-3 questions requiring analysis and recommendations. Section C asks two long answer questions about drawbacks of classical and neoclassical management theories and defining and comparing training methods. The paper tests a range of foundational management concepts.
This document contains an examination paper for Human Resource Management. It is divided into three sections - Section A contains objective and short answer questions, Section B contains two case studies for analysis, and Section C contains two long form questions requiring explanations of interview types and organizational change and development. The paper tests knowledge across key HR topics like recruitment and selection, performance management, training and development, and managing organizational change. It requires students to apply their understanding of HR concepts to analyze workplace scenarios and explain theoretical HR frameworks.
This document contains an exam paper on international business management. It has 3 sections - Section A contains objective type questions, Section B contains case studies, and Section C contains applied theory questions. Section A has 2 parts - multiple choice questions and short answer questions. Section B contains 2 case studies on the EU's competitiveness and the country of Peru. Section C asks students to imagine they are the director of an international lending institution and analyze different export financing instruments. The exam tests students' knowledge of key concepts in international business and their ability to apply theories to real world case studies and scenarios.
This document is an examination paper for Semester 1 of the Human Resource Management course at IIBM Institute of Business Management. It contains two sections - Section A with objective type multiple choice and short answer questions, and Section B with two case studies related to HR strategies at telecom companies India Tele Linkages and Kusum Laboratories. The paper tests students' understanding of key HR concepts like performance appraisal, training, compensation and motivation strategies through real-world case examples.
This document contains 10 multiple choice questions testing knowledge of skeletal muscle structure and function. The questions cover topics like proprioceptors, terminal cisternae, myasthenia gravis, muscle fiber components, skeletal muscle innervation, conditions affecting the neuromuscular junction, and the T-system. An answer key is provided with the correct response for each question.
This document contains an examination paper on Principles and Practices of Management. It is divided into three sections. Section A contains 10 multiple choice questions and 4 short answer questions testing concepts like Maslow's hierarchy of needs, management by objectives, coordination vs cooperation, and theories of authority. Section B presents two case studies, each followed by 2-3 questions requiring analysis and recommendations. Section C asks two long answer questions about drawbacks of classical and neoclassical management theories and defining and comparing training methods. The paper tests a range of foundational management concepts.
This document contains an examination paper for Human Resource Management. It is divided into three sections - Section A contains objective and short answer questions, Section B contains two case studies for analysis, and Section C contains two long form questions requiring explanations of interview types and organizational change and development. The paper tests knowledge across key HR topics like recruitment and selection, performance management, training and development, and managing organizational change. It requires students to apply their understanding of HR concepts to analyze workplace scenarios and explain theoretical HR frameworks.
This document contains an exam paper on international business management. It has 3 sections - Section A contains objective type questions, Section B contains case studies, and Section C contains applied theory questions. Section A has 2 parts - multiple choice questions and short answer questions. Section B contains 2 case studies on the EU's competitiveness and the country of Peru. Section C asks students to imagine they are the director of an international lending institution and analyze different export financing instruments. The exam tests students' knowledge of key concepts in international business and their ability to apply theories to real world case studies and scenarios.
This document is an examination paper for Semester 1 of the Human Resource Management course at IIBM Institute of Business Management. It contains two sections - Section A with objective type multiple choice and short answer questions, and Section B with two case studies related to HR strategies at telecom companies India Tele Linkages and Kusum Laboratories. The paper tests students' understanding of key HR concepts like performance appraisal, training, compensation and motivation strategies through real-world case examples.
This document contains 10 multiple choice questions testing knowledge of skeletal muscle structure and function. The questions cover topics like proprioceptors, terminal cisternae, myasthenia gravis, muscle fiber components, skeletal muscle innervation, conditions affecting the neuromuscular junction, and the T-system. An answer key is provided with the correct response for each question.
This document contains an examination paper for Managerial Economics. It is divided into three sections: Section A contains 30 multiple choice and short answer questions; Section B contains two case studies with multiple questions each worth 20 marks; Section C contains two long answer theory questions worth 15 marks each. The paper tests concepts related to microeconomics, demand and costs, market structures, national income, and business decision making tools like decision trees.
This document is an examination paper for a Management Information Systems course. It consists of 3 sections - Section A with multiple choice and short answer objective questions, Section B with two case studies requiring analysis and recommendations, and Section C with two essay questions requiring explanation of e-commerce and database models. The paper tests students' knowledge of key MIS concepts like data warehousing, e-commerce, databases, and how information systems can help analyze business problems and improve decision making.
In our "Public Relations" course at SFSU my group and I analyzed Coca-Cola's problems with the CSE in 2003 and came up with an alternative to handle the situation.
This document discusses a case study of Coca-Cola India facing challenges in 2003 when their products were accused of containing pesticide residues above global standards. Coca-Cola India's brands were attacked in a press release by the Center for Science and Environment, which tested samples and found pesticide levels 30-36 times above standards. This caused problems for Coca-Cola's image and regaining consumer trust in India. The document analyzes alternatives for Coca-Cola, recommending collaboration with CSE combined with a PR campaign, as was successfully done in Belgium, to rebuild their reputation.
The document summarizes Coca-Cola's stakeholders and their stakes in the company, as well as the economic, legal, ethical, and philanthropic responsibilities Coca-Cola has to each stakeholder. It then discusses a crisis that occurred in India in 2003 when an environmental group found pesticide residues exceeding standards in Coca-Cola products, leading the government to ban the products. This caused Coca-Cola's stock to drop and sales in India to decline by 30-40%. Coca-Cola responded by attacking the credibility of the environmental group rather than taking responsibility, worsening the crisis.
Coca-Cola Company: Allegations of Pesticides in Soft-Drinks in India Harshit Garg
The document discusses allegations by the Centre for Science and Environment (CSE) in India that Coca-Cola products sold in India contained pesticide levels above permissible limits. It provides background on Coca-Cola's history and operations in India. The CSE findings led some states and schools to ban Coca-Cola products. In response, Coca-Cola withdrew products from the market, appointed an independent committee to investigate, and assured customers of its commitment to product quality and safety standards.
Running head ETHICAL ISSUES IN BUSINESS REPORT PART 1 – BACKGROUN.docxsusanschei
Running head: ETHICAL ISSUES IN BUSINESS REPORT PART 1 – BACKGROUND 1
ETHICAL ISSUES IN BUSINESS REPORT PART 1 - BACKGROUND 2
Ethical Issues in Business Report Part 1 - Background
Tracey Butler
BUS-340
September 11, 2016
Steve Wynne
Ethical Issues in Business Report Part 1 - Background
The summary of information regarding the business and its history
The Coca-Cola Company is the world’s largest American-based manufacturer, marketer and distributor of carbonated beverages. It is headquartered in Atlanta, Georgia and currently sells over 1.5 billion bottled beverage drinks daily in many places around the global. Isdell & Beasley (2012) noted that Coca-Cola Company is known for its flagship brand product, Coca-Cola that was invented by pharmacist John Stith Pemberton in Columbus, Georgia in 1886. Asa Griggs Candler bought the brand and Coca-Cola formula in 1889 and incorporated the Coca-Cola Company in 1892. The company has managed to stay strong against the competition from other beverage manufacturing companies because of its strong global marketing strategy and the secret of the beverage formula that has been kept. Bodden (2009) stated that the beverage formula is only known by few top officials and is passed by word of mouth only and this has come to be known as the most guarded secret in American corporate industry.
According to Lopez (2013) Coca-Cola Company manufactures four of the top 5 soft drinks that are sold around the world. Coca-Cola product is at number one with Diet Coke, Fanta and Sprite at numbers three, four and five respectively. The company operates world’s largest pervasive distribution network, distributing approximately 400 soft drinks products in over 200 countries around the world. The company has registered high and growing profits over years. However, Coca-Cola Company like any other company has had highs and lows in its progress to maintain in market share in the global market of soft drinks and beverages. Ferrell et al. (2010) stated that there are crises that the company has faced along the way that made it to loss sales and drop in revenue in some financial quarters. In the mid of 1999, Coca-Cola company was faced with a crisis in its Belgian market.
The summary of the Coca-Cola Company Crisis in 1999
It was on 8th of June, 1999 when many school children fell ill after consuming Coca-Cola beverages. This made the Belgian Health Ministry to announce a ban of Coca-Cola drinks when it was suspected to have made over 100 school children to be ill in preceding six days. Most of these students complained of headaches, dizziness, nausea and discomfort and a few vomited and were sent home. The management of the school made efforts to investigate what was making their students to fall ill. According to Ferrell et al. (2013), the inquiry was able to reveal that the students had drunk Coke before they began complaining of their illness shortly after. The Coke, product of Coc ...
What are the management issues in this caseanswersheet
This document provides contact information for assignment solutions and case study answers. It lists an email address and website for Aravind Banakar who can be reached at two phone numbers. It also mentions that international management case studies, as well as profiles of Bill Gates and Steve Jobs, and a case study on Coca-Cola's European operations, are available. The document provides questions for each case study and requests answers in 3 sentences or less.
If she was successful managing by the textbook, why do some managers still th...answersheet
This document provides contact information for assignment solutions and case study answers. It lists an email address and phone numbers for Aravind Banakar and provides a website for mba case study answers. It also lists subject areas that can be provided including international management case studies, profiles of business leaders like Bill Gates and Steve Jobs, and ways for companies to improve their international operations like what adjustments McDonald's may need to make in India.
Pick an indian corporation with which you are familiar and analyse the reason...answersheet
This document provides contact information for assignment solutions and case study answers. It lists an email address and website for Aravind Banakar who can be reached at two phone numbers. It also mentions that international management case studies, as well as profiles of Bill Gates and Steve Jobs, and a case study on Coca-Cola's issues in Europe, are available. The document provides questions for each case study or profile that can be answered.
The Coca-Cola Company (herein known as Coke) possesses one of the most recognized brands on the planet. It sits firmly atop Business Weeks annual list of top-100 global brands by dollar value ($67.3 billion), beating out the likes of Microsoft, IBM and General Electric.2 It is through this brand recognition that the company has been able established itself as an icon of Americanism as it spreads its cult image to the rest of the world.Coke and its catalogue of close to 400 brands, founded in 1886 by Civil War veteran and Atlanta pharmacist John Pemberton are found in 200 countries.
The company’s 2004 annual revenue of $21.9 billion places it among the top two industry leaders along with longtime rival PepsiCo (2004 annual revenue $29.2 billion). Coke paints itself as a wonderful corporation that produces amazing life enhancing products for the whole world to enjoy. In reality, however, the corporation is concerned with one thing, profit, and will stop at nothing to achieve this goal through universal expansion. Coke is an aggressive corporation that will jump at any opportunity to flog its products in its continuous push for global domination of the beverage industry. Examples from their dealings with the Nazis in Germany to shameless marketing to school children in the United States, to their theft of scarce water resources in India and questionable labour management, show how Coke is not the clean generous and healthy corporation it claims to be. The company has proven, however, that the power of its brand recognition along with its constant aggressive marketing, public relations and advertising campaigns succeed in shielding their reputation from the spotlight. Flying in the face of these cries of innocence this profile shows that Coke carries considerable reputational risk putting them in a vulnerable position to w
Public Relations and Media - Concepts & Cases
This book basically contains articles from leading journals & magzines written by experts.
Pramod Rao, Srikant S Wawge, Kalyani Gohokar are the editors of this book.
Business ethics: Resolving Ethical Dilemmas (Coke and Pepsi)Shreya Kalra
The presentation is based on a case study. It involves the background check of coke and pepsi and discusses the pestiside residue problems in soft drinks.
Elevate Your Nonprofit's Online Presence_ A Guide to Effective SEO Strategies...TechSoup
Whether you're new to SEO or looking to refine your existing strategies, this webinar will provide you with actionable insights and practical tips to elevate your nonprofit's online presence.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
How Barcodes Can Be Leveraged Within Odoo 17Celine George
In this presentation, we will explore how barcodes can be leveraged within Odoo 17 to streamline our manufacturing processes. We will cover the configuration steps, how to utilize barcodes in different manufacturing scenarios, and the overall benefits of implementing this technology.
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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This document provides an overview of wound healing, its functions, stages, mechanisms, factors affecting it, and complications.
A wound is a break in the integrity of the skin or tissues, which may be associated with disruption of the structure and function.
Healing is the body’s response to injury in an attempt to restore normal structure and functions.
Healing can occur in two ways: Regeneration and Repair
There are 4 phases of wound healing: hemostasis, inflammation, proliferation, and remodeling. This document also describes the mechanism of wound healing. Factors that affect healing include infection, uncontrolled diabetes, poor nutrition, age, anemia, the presence of foreign bodies, etc.
Complications of wound healing like infection, hyperpigmentation of scar, contractures, and keloid formation.
SWOT analysis in the project Keeping the Memory @live.pptx
General management
1. The Indian Institute of Business Management & Studies
SUBJECT: General Management Marks:100
CASE 1: Spirituality in the workplace
Traditionally, the workplace and spirituality did not mix in America. But things are changing. Andre
Delbecq, a Professor in Santa Clara University, a Jesuit institution, said: “There were two things I
thought I’d never see in my life, the fall of the Russian empire and God being spoken about in a
business school.” Now management books and conferences (including the annual meeting of the
Academy of Management) deal with the various aspects of how God can be brought into the
organizational environment. To be sure, people who want to integrate spiritual dimensions into the
workplace are still considered rebels. But ServiceMaster, a Fortune 500 company with some 75,000
employees, created a spiritual organization culture many years ago. Indeed, Peter Drucker, one of the
most prolific writers on management, had high regards for the company that is known for its products
such as Terminix (pest control), TruGreen, Merry Maids, and others.
When people in the US were asked if they believe in God, some 95 per cent said yes. It is in a
spiritual context that business people under the daily pressure can discuss their inner feelings. As the
baby boomers, now in their 50s, are reaching the top in the organizational life, they begin to wonder
what life is all about. They lived through the youth culture of the 1960s and the 1980s that was
dominated by greed. They are now questioning the real meaning of life and the ethical dimension of
work. Jose Zeilstra, an executive at Price WaterhouseCoopers worked around the world, practicing her
Christian principles in different cultures. During her assignment in China, she strongly argued against
the practice of giving “very expensive gifts.” As a result the business transaction did not work out. Yet,
in the long run, while integrating her personal beliefs with her work, resulted in a very successful
career. Academic institutions such a the University of St. Thomas, the University of Denver, and the
Harvard Divinity School are following and studying the movement of spirituality. Other schools such
as Antioch University in Los Angeles, the University of New Haven in Connecticut, the University of
Scranton in Pennsylvania, Santa Clara University in California as well as institutions abroad such as
the University of Bath in England and the Indian Centre for Encouraging Excellence in Bombay, India,
are conducting research, conferences, or lecture on spirituality.
The cover story of Business week (November 1, 1999) discussed how company outlets such as
Taco Bell, Pizza Hut, and McDonald’s as well as the Xerox Corporation pay attention to spiritual
needs of their employees. Some companies claim an increase in productivity, decrease in turnover, and
a reduction in fear. A research study by the consulting firm McKinsey & Co. in Australia showed that
firms with spiritual programmes showed reduced turnover and improved productivity. Professor Ian I
1
2. The Indian Institute of Business Management & Studies
SUBJECT: General Management Marks:100
Mitroff at the University of Southern California even stated, “Spirituality could be the ultimate
competitive advantage.” But there is also the concern that cult members and groups with a radical
perspective could use the workplace for their own aims. Still, employees in companies that integrate
spirituality in their work place count on the potential benefits of greater respect for individuals, a more
humane treatment of their fellow workers, and an environment that permeates their organization with
greater trust.
Question:
1. What is spirituality?
2. Is this topic appropriate for businesses?
3. What are the arguments for and against its inclusion in business?
2
3. The Indian Institute of Business Management & Studies
SUBJECT: General Management Marks:100
CASE 2: Coke’s European Scare
What seemed like an isolated incident of a few bad cans of Coca-Cola at a school in Belgium turned
into near disaster for the soft drink giant’s European operations. In June 1999, Coke experienced its
worst nightmare—a contamination scare resulting in the recall of 14 million cases of Coke products in
five European countries and a huge blow to consumer confidence in the quality and safety of the
world’s most recognizable brand.
After the initial scare in Bornem, Belgium, Coke and Coca-Cola Enterprises (CCE), a bottler
40 per cent owned by Coca-Cola, thought they isolated the problem. Scientists at the CCE bottling
plant in Antwerp found that lapses in quality control had led to contaminated carbon dioxide that were
used in the bottling of a recent batch of Coke. Company officials saw the contamination as minor
problem and they issued an apology to the school.
At the same time that the problems were being dealt with an Antwerp, things were breaking
down at Coke’s Dunkirk, France, bottling plant. In Belsele, 10 miles from Bornem, children and
teachers were complaining of illnesses related to drinking Coke products. The vending machines at the
school were stocked with Coke from the company’s Dunkirk plant and were thought to be safe. Now a
second bottling plant’s practices were being questioned. What initially seemed like an isolated incident
was now a crisis.
Immediately following the second scare, Belgium’s health minister banned the sale of all
products produced in the Antwerp and Dunkirk plants. Things got worse when Coke gave an
incomplete set of recall codes to a school in Lochristi, Belgium, resulting in 38 children being rushed
to the hospital. Immediately following this incident, French officials banned the sale of soft drinks
produced in the Dunkirk plant. It was believed that fungicide on wooden shipping pallets were the
cause of the illnesses at the Dunkirk plant.
On June 15, 1999, 11 days after the initial scare in Bornem, Coke finally issued an explanation
to the public. Most Europeans were not satisfied. Coca-Cola officials used vague language and often
contradicted one another when making statements. France’s health minister, Bernard Kouchner, stated,
“That a company so very expert in advertising and marketing should be so poor in communicating on
this matter is astonishing”
After three weeks of testing by both Coke officials and French government scientists, it was
concluded that the plants were safe and that there was no immediate threat to the health of consumers.
Coke has destroyed all of the pallets in Dunkirk and tightened quality control on co2.
3
4. The Indian Institute of Business Management & Studies
SUBJECT: General Management Marks:100
How could this happen to the company that is revered worldwide for its quality control and the
superiority of its products? Coke has spent decades building its reputation overseas and the European
market now represent 73 per cent of total profits. While the scare has had some effect on Coke’s
profits in Europe, the company is more concerned with damages to its reputation and consumer
confidence in its products.
Many critics say that Coke’s slow response time, insisting that no real problem existed and
belated apology have severely damaged the company’s reputation in Europe. Some would disagree and
feel that Coke handled the situation as best it could. “I think that Coke acted in a responsible, diligent
way,” says John Sitcher, editor of Beverage Digest. “Their first responsibility was to ascertain the facts
in a clear and unequivocal way. And as soon as Coke knew what the facts were, they put out a
statement to the Belgium people.”
The character and quality of a company can often be measured by how it responds to adversity.
Coca-Cola believes that this crisis has forced the company to re-examine both its marketing and
management strategies in Europe. Coke executives in Brussels are predicting that the company will
double its European sales in the next decade and that this setback will only make the company
stronger. Wall Street analysts seem to agree. Only time will tell.
Question:
1. What are the management issues in this case?
2. What did Coke do and what could have been done differently?
What are the key factors that were or should have been considered by management?
4
5. The Indian Institute of Business Management & Studies
SUBJECT: General Management Marks:100
CASE 3 Trials and Challenges For Barrett at Intel
Intel Corporation is best known for its processors. The sign “Intel Inside” is familiar to most people
using a computer. There is, for example, the Pentium 3 and 4 and the new generation Itanium. For
servers and workstations, Intel produces Xeon. The colorful CEO Andy Grove led the company for
many years. By 2001, however, the Chief Executive Officer Craig R. Barrett faces many challenges,
including criticism.
The new strategy of moving into new markets such as information appliances, communications,
and Internet services was costly and so far less than successful. In fact, the move beyond its core
businesses may have detracted from its core business of computer chips. These new directions resulted
in frequent reorganizations resulting in organizational uncertainties for the managers. While some
think that the frequent changes were necessary to adapt to new situations and to keep the organization
agile, others disagree.
Barrett’s leadership and his moves into various directions is quite different from Grove’s
carefully crafted strategy that focused on chips. Barrett’s personal strengths lie in manufacturing. He
invested heavily in research and development. But new products such as the Itanium require several
years before they show results, and Barrett has only a few more years before his retirement. Investing
in new manufacturing technologies with the aim of achieving virtually automated plants results in the
reduction of manufacturing costs of chips. But the PC market is stagnated in the early 21st
century and
wireless communication and cell phones are becoming important in the market. In the cell phone
market, for example, Motorola and Texas Instruments are developing new digital signal processors and
Intel would have to work hard to catch up. A key to success of Intel may be whether the company can
become an important player in the wireless market. Barrett made a number of costly acquisitions,
including Level One Communications. But the question remains if the heavy investments in new
technologies will result in profitable businesses. This may determine the legacy of Craig Barrett.
Question:
1. What is your assessment of Barrett’s performance and his vision for Intel? Is he the right
person for the job at Intel?
2. What are some problems associated with frequent reorganization?
3. What are the pros and cons for focusing on the distant futures and the heavy investments in
new technologies?
5
6. The Indian Institute of Business Management & Studies
SUBJECT: General Management Marks:100
CASE: 4 Profiles of Two Visionaries—Bill Gates & Steve Jobs
Two men have their hearts and souls for developing their visions have driven the personal computer
revolution. However, the way in which each of these men went about this quest has been different.
Steve Jobs and Bill Gates have changed the way the world does business, but the story of their
leadership styles is even more compelling than the success spawned Apple and Microsoft.
Gates and Jobs: The Early Years Bill Gates started developing his computer skills with his
childhood friend Paul Allen at Lakeside School in Seattle. At the age of 14, the two had formed their
first computer company. After high school, Allen and Gates left Seattle for Boston. Gates was off to
Harvard and Allen began working for Honeywell. After only two years at Harvard, Gates and Allen
left Boston for Albuquerque to develop a computer language for the new Altair 8080 personal
computer. This computer language would become BASIC and was the foundation for Microsoft, which
was created as a partnership in 1975.
After five years in New Mexico, Microsoft relocated to Bellevue, Washington in 1980 with
BASIC and two other computer languages (COBOL and FORTRAN) in its arsenal. Later that year
IBM began developing its first PC and was in need of an operating system. Microsoft developed the
Microsoft Disk Operating System (MS-DOS) for IBM while two other companies created competing
systems. Gates’ determination and persuasion of other software firms to develop programs for MS-
DOS made it the default IBM platform.
As Microsoft became more successful, Gates realized that he needed help managing Microsoft.
His enthusiasm, vision, and hard work were the driving force behind the company’s growth, but he
recognized the need for professional management. Gates brought in another one of his friends from
Harvard, Steve Ballmer. Ballmer had worked for Proctor & Gamble after graduating from Harvard and
was pursuing his MBA at Stanford University. Gates persuaded Ballmer to leave school and join
Microsoft. Over the years, Ballmer has become an indispensable asset to both Gates and Microsoft. In
1983, Gates continued to show his brilliance by hiring Jon Shirley who brought order to Microsoft and
streamlined the organizational structure, while Ballmer served as an advisor and sounding board for
Gates. Microsoft continued to grow and prosper in the 1990s and Gates became the richest man in the
world with Microsoft dominating the operating systems market and the office suite software market
with Microsoft Office.
6
7. The Indian Institute of Business Management & Studies
SUBJECT: General Management Marks:100
Gates recognized that his role was to be the visionary of the company, but that he needed
professional managers to run the operations of Microsoft. He combined his unyielding determination
and passion with a well-structured management team to make Microsoft the giant it is today.
The other visionary, Steve Jobs, and his friend Steve Wosniak started Apple Computer in Job’s
garage in Los Altos, California in 1976. In contrast to Bill Gates, Jobs and Wosniak were hardware
experts and started with the vision for a personal computer that was affordable and easy to use. When
Microsoft offered BASIC to Apple, Jobs immediately dismissed the idea on the basis that he and
Wosniak could create their own version of BASIC in a weekend. This was typical Jobs: decisive and
almost maniacal at times. However, Jobs eventually agreed to license Microsoft’s BASIC while
pursuing his vision of developing a more usable and friendly interface for the PC.
Jobs, seen by some as the anti-Gates, is a trailblazer and a creator as opposed to Gates who is
more of a consolidator of industry standards. Jobs, whose goal was to change the world with his
computers, was very demanding of his employees. Jobs was not a hard-core computer programmer, but
he sold the idea of the personal computer to the public. He changed the direction of Apple by
developing the Macintosh (Mac) that used a new Graphical User Interface (GUI) that introduced the
world to the mouse and on-screen icons. With all this success, there was a major problem developing
at Apple: Steve Jobs was overconfident and did not see Gates and Microsoft as a serious threat to
Apple.
Soon after the release of the Macintosh computer, Jobs asked Microsoft to develop software for
the Mac operating system. Gates obliged and proceeded to launch a project copying and improving
Apple’s user interface. The result of this venture was what became Microsoft Windows.
Jobs’ cocky attitude and the lack of management skills contributed to Apple’s problems. He
never bothered to develop budgets and neglected his relationship with his employees. Wosniak left
Apple due to differences with Jobs. In 1985, John Scully, formerly CEO of PepsiCo, was hired to
replace Steve Jobs as president and CEO of Apple Computers. Differences between Scully and Jobs
developed which eventually resulted in the dismissal of Jobs.
Microsoft and Apple at the turn of the Century: An Industry Giant and a Revitalized Leader
With the success of Windows, the Office application suite, the Internet Explorer, Microsoft has
become a household name and Bill Gates has been hailed as a business genius. The fact that
Microsoft’s competitors, the press, and the US Justice Department have called Microsoft a monopoly
reinforces Gates’s determination to succeed. Some people even questioned whether Microsoft can
7
8. The Indian Institute of Business Management & Studies
SUBJECT: General Management Marks:100
survive the Justice Department’s decision. But Bill Gates has shown that he is the master of adapting to
changing market conditions and technologies.
In the 1990s, Apple went in the opposite direction. The outdated operating system and falling
market share eventually led to a decrease in software development for the Mac. Something needed to
be done. In 1998 Steve Jobs returned to Apple as the “interim” CEO. His vision, once again, resulted
in an innovative product: the iMac. In the 80s he created the simple-to-operate Macintosh to attract
people who were using IBM PCs and their clones. Now he developed a simple, stylish, and Internet-
friendly computer that added some much-needed excitement to the computer market. Jobs had also
changed as a manager and a leader. He had matured and looked to his professional staff for advice and
ideas. The Mac is an expression of his creativity and Apple as a whole is an expression of Steve,
leading to continuing the success for Apple and a renewed battle between Gates and Jobs.
Gates and Jobs in 2006 Bill Gates, one of the richest men, has also become one of the biggest
charitable givers. He and his wife Linda have donated some $31 billion to philanthropic causes. When
Bill Gates read the World Development Report by the World Bank, he realized that he could improve
the health of people in poor countries by supplying drugs and treatment. The Bill and Melinda Gates
Foundation also provides scholarships for students with different backgrounds. While Gates is very
much in philanthropy, Microsoft is preparing the new Windows Vista which helps users in enhancing
their computing experience.
Steve Jobs’ career also took some interesting turns. After he was fired by Scully (the person he
hired), he started a company called NeXT and Pixar, the firm that created the first computer animated
feature film. When Apple got into trouble, Jobs was rehired, doing some amazing things. When he was
diagnosed with cancer—which fortunately could be successfully treated—his outlook on life changed.
In the 2005 commencement address at Stanford University he said: “Because almost everything—all
external expectations, all pride, all fear of embarrassment or failure—these things just fall away in the
face of death, leaving only what is truly important.” In 2006, Jobs can look back with exciting new
products such as computers and the best selling iPods: the Nano and the Video. Now, the pundits are
wondering, what will be Steve’s next innovation?
Question:
1. Compare and contrast the careers of Bill Gates and Steve Jobs.
2. Compare and contrast the leadership styles and managerial practices of Gates and Jobs.
3. What do you think about the future of Microsoft and Apple Computers?
What is the outlook on life of the two computer nerds?
8
9. The Indian Institute of Business Management & Studies
SUBJECT: General Management Marks:100
CASE 5: INFORMATION TECHNOLOGY AT AMERICAN AIRLINES
The information system at American Airlines has become an integral part of the overall strategy to
gain a competitive edge in the industry. The extensive use of computers began in the 1950s in payroll
and inventory control and extended to customer service. In the early 1960s, American developed the
widely known SABRE system (SABRE stands for Semi-Automated Business Research Environment).
It is one of the most sophisticated passenger reservation system used by travel agents and customers.
Shortly after implementing SABRE, American also used the system for other tasks, such as
controlling freight shipments, as well as dispatching and tracking flights. When the government
deregulated the airline industry in 1978, the information system became an even more important tool
for competing against the low-cost airlines whose labour costs were as much as 40 to 50 per cent
lower. American Airlines’ strategy was to use the information technology to compete in a variety of
ways. One application was to have as many aircrafts seats as possible filled without having many
passengers “bumped” through overbooking. Another application was to obtain the proper balance
between discount and regular fares. It was estimated that revenues could be increased dramatically by
shifting only one per cent of discount fares to the full fare—clearly a competitive advantage in a
market where price change occur daily and even hourly. Still another application of the information
system was to find the most efficient way to fly in order to reduce fuel cost, which is the second largest
expense. Some airplanes have sensors on board to monitor essential equipment; the operational
information is sent to the ground station. Maintenance can then be planned effectively and performed
more efficiently when the aircraft lands. Still another application of the computer was to determine the
most profitable routes. The complexity of scheduling over 13,000 pilots and flight attendants on 1300
daily flights is horrendous. The high cost of overtime can put an airline at a competitive disadvantage.
Robert L Crandall, the former chairman and president of American Airlines, thinks that
information systems are the key for success. He stated: “We have taken what was once a basic
reservation system and built it into an integrated information system that drives our corporate strategy
as much as it is driven by that strategy.” While American Airlines has been the industry leader in the
use of information technology, competition developed. The 1992 program of the European Community
(EC, now the European Union or EU) was designed to eliminate trade and many political barriers. The
European airline industry also became deregulated than engaging in mergers, some airlines are now
integrated into a network linking selected carriers together. An illustration of the cooperation among
airlines involves the two computer reservation systems called Galileo and Amadeus. Thus, American
Airlines—with a strategy of expanding in the European market, the largest market in the industrialized
world—has ample competition. Recently, the five biggest US Airlines (Continental, Delta, Northeast,
United Airlines, and now also American Airlines) developed a common website called Orbitz.com
(www.orbitz.com), which could also affect SABRE.
Technology that may have given once a competitive advantage to a company may, in time,
become obsolete unless it adapts to new demands and develops new applications. Max Hopper, the
architect of the SABRE system, suggests that old models are no longer sufficient. Those who can use
the available tools and modify them will gain a competitive edge. The trend is away from stand-alone
applications to platforms that facilitate new approaches to problem solving and decision making.
SABRE is not only a reservation system, but also a system for inventory control, making flight plans,
and scheduling flight crews. Other data-basses were added for car rentals, hotel reservations, and
theatre shows. SABRE has become an electronic travel supermarket.
Questions:
1. Discuss the evolving use of information technology at American Airlines?
2. Should American Airlines expand its position in Europe? What are the arguments for and
against this expansion?
9
10. The Indian Institute of Business Management & Studies
SUBJECT: General Management Marks:100
CASE 5: INFORMATION TECHNOLOGY AT AMERICAN AIRLINES
The information system at American Airlines has become an integral part of the overall strategy to
gain a competitive edge in the industry. The extensive use of computers began in the 1950s in payroll
and inventory control and extended to customer service. In the early 1960s, American developed the
widely known SABRE system (SABRE stands for Semi-Automated Business Research Environment).
It is one of the most sophisticated passenger reservation system used by travel agents and customers.
Shortly after implementing SABRE, American also used the system for other tasks, such as
controlling freight shipments, as well as dispatching and tracking flights. When the government
deregulated the airline industry in 1978, the information system became an even more important tool
for competing against the low-cost airlines whose labour costs were as much as 40 to 50 per cent
lower. American Airlines’ strategy was to use the information technology to compete in a variety of
ways. One application was to have as many aircrafts seats as possible filled without having many
passengers “bumped” through overbooking. Another application was to obtain the proper balance
between discount and regular fares. It was estimated that revenues could be increased dramatically by
shifting only one per cent of discount fares to the full fare—clearly a competitive advantage in a
market where price change occur daily and even hourly. Still another application of the information
system was to find the most efficient way to fly in order to reduce fuel cost, which is the second largest
expense. Some airplanes have sensors on board to monitor essential equipment; the operational
information is sent to the ground station. Maintenance can then be planned effectively and performed
more efficiently when the aircraft lands. Still another application of the computer was to determine the
most profitable routes. The complexity of scheduling over 13,000 pilots and flight attendants on 1300
daily flights is horrendous. The high cost of overtime can put an airline at a competitive disadvantage.
Robert L Crandall, the former chairman and president of American Airlines, thinks that
information systems are the key for success. He stated: “We have taken what was once a basic
reservation system and built it into an integrated information system that drives our corporate strategy
as much as it is driven by that strategy.” While American Airlines has been the industry leader in the
use of information technology, competition developed. The 1992 program of the European Community
(EC, now the European Union or EU) was designed to eliminate trade and many political barriers. The
European airline industry also became deregulated than engaging in mergers, some airlines are now
integrated into a network linking selected carriers together. An illustration of the cooperation among
airlines involves the two computer reservation systems called Galileo and Amadeus. Thus, American
Airlines—with a strategy of expanding in the European market, the largest market in the industrialized
world—has ample competition. Recently, the five biggest US Airlines (Continental, Delta, Northeast,
United Airlines, and now also American Airlines) developed a common website called Orbitz.com
(www.orbitz.com), which could also affect SABRE.
Technology that may have given once a competitive advantage to a company may, in time,
become obsolete unless it adapts to new demands and develops new applications. Max Hopper, the
architect of the SABRE system, suggests that old models are no longer sufficient. Those who can use
the available tools and modify them will gain a competitive edge. The trend is away from stand-alone
applications to platforms that facilitate new approaches to problem solving and decision making.
SABRE is not only a reservation system, but also a system for inventory control, making flight plans,
and scheduling flight crews. Other data-basses were added for car rentals, hotel reservations, and
theatre shows. SABRE has become an electronic travel supermarket.
Questions:
1. Discuss the evolving use of information technology at American Airlines?
2. Should American Airlines expand its position in Europe? What are the arguments for and
against this expansion?
9