Dell Computer Corporation Essay -- Technology, Personal Computers

dingle Computer Corporation dingle Computer Corporation was know as the leader in personal computers during the 1990s. However, economic instability and competitors gaining marketplace share, heavily affected the familiarity. In 2001, PC sales declined, layoffs were constant, and employees were disengaged. Thus, to revitalize the company a new philosophy statement c each(prenominal)ed The Soul Dell was unveil throughout the organization. However, the central problem for Dell was the methodology used to smash and communicate its core values to employees. As well as sr. leaders inability to affect paradigms shift from the existing organizational subtlety and sustain an effective change management process. Case Study compendiumBackground /CultureDell Computer Company is known for its meteoric rise to industry dominance based on founder Michael Dells ability to transition a part-time billet of expression and upgrading personal computers into a multi-billion dollar enterp rise (ORourke, 2010). Dells business model was producing low cost, high quality PCs that were built-to-order called Dell Direct. The strategy of shipping direct to customers eliminated the penury for middlemen and gave Dell a competitive advantage (ORourke, 2010). Company growth surged in the 1990s with everywhere 38,000 employees and a global platform. Dell and Chief Operating Officer, Kevin Rollins, created a fast-past, win-at-all-cost, extremely competitive organizational culture whereby compensation and promotions were based on special execution of instrument (ORourke, 2010). Finally, in 2000, Elizabeth Allen joined the company as vice hot seat of corporate communications. In 2001 the company experienced an economic downturn. PC profits margins declined and lay... ..., they failed to properly diagnose the problem in order to identify all the possible interventions needed to implement and sustain the change and behavior they wanted. Thus, in order to bring about this change, Dell and Rollins need to model the hallucination similar to the methods used during the September 11, 2001 attacks. Also, they need to ensure management has bought into the resourcefulness and can clearly articulate it to their direct reports. Moreover, incorporating cultural initiatives in employees performance management goals without a clear understanding of how the change affects them is premature. Employees first need to understand how the change impacts them and be empowered to provide input on its content and implementation. Finally, cultural shifts take time. Therefore, senior leadership needs to stand commitment to the change until it is institutionalized.