...Autonomous Work Groups The dynamics of a workforce is ever changing with management, diversity, and the collaboration between management and employees. With all the changes it is important that employees and management, as well, remain motivated. Therefore there must be a workflow design that works well for both management and employees. It must create an alliance, collaboration, a line of trust, decision making, and create a sense of empowerment. Autonomous work groups offer this and so much more. There are pros and cons about autonomous work groups and why they work and do not work, but it is a work design that many companies are beginning to consider based upon research. The Effectiveness of Autonomous Work Groups Autonomous work groups, also known as self-managing work teams, are a team of employees granted autonomy or independence over the work they do within an organization (Kokemuller, 2014). This autonomy includes independent decision-making related to a specific work function, project or job and independent freedom to assign individual members specific tasks within the group (Kokemuller, 2014). An autonomous work group (AWG) can hire, fire, and make the necessary decisions for their department. An AWG replaces the role of having a boss and usually someone is elected to stand as leader to help facilitate within the group. What makes AWG effective groups are that they are able to work together toward a common task or project goal. They typically come up with broader...
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...and character. Apple is the best match for them to express this type of people. MacBook has stunning display and it is slim, powerful, light and fast which also gives excellent quality # change leaders who are most receptive to new ideas and technologies so they are the group of people who will be changing their product frequently. # Innovators posses highest income. Apple plays the active role and requires highest price- MacBook’s price range is from $887- $ 2712, and they can afford it. #For their high self esteem they like to lead and Apple helps them with its high quality. MacBook’s processor type is Intel core processor of different generations. Thinkers. # Thinkers are highly motivated by standards. HP (Hewlett-Packard) is a standard brand for laptops. Its installed ram is 1-8 GB, hard drive capacity 100- 2000 GB based on variety and display size is 17-19 inch # They have enough financial resources, but prefer to buy things after having a good knowledge over it. They are not the risk takers so they want to have those products which are longer lasting than other ones and perform well for a long time. So, this group may prefer to grab HP Laptops which has a competitive advantage for its durability. # Innovators are mature, responsible and well educated. HP ensures durability...
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...Intel Inside: Part 2 A paper submitted to Webber International University in partial fulfillment of the requirements for the Bachelor of Science degree in Sports Business Management By: Hugo Cedeno Date: November 13, 2013 Course: Management Semester: Fall, 2013 Instructor: Dr. Fred Fening Introduction Intel is an American multinational semiconductor chip maker corporation founded in 1968 by Robert Noyce and Gordon Moore. Intel has also invented many others technological products such as motherboard chipsets, network interface controllers and integrated circuits, flash memories, graphic chips, embedded processors and other devices related to communications and computing. Intel also started the beginning of a new era with the came out of the highly successful Centrino chips for laptops. Directly, Intel set out to become the leading chip supplier. Many types of challenges have Intel’s managers faced in connecting their geographically dispersed teams. These teams that we are mentioning are Cyber teams that refers to a group of people that manage a big part of their work using social media communication more than a face-to-face communication...
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...alarms should Intel have identified in their strategic pursuit ---------------Page 6 What Intel should have done to compete technologically?...............................Page 7 The generic business level strategy Intel pursues today……………………….Page 8 The corporate level strategy Intel pursues today……………………………..Page 9 Intel when into a strategic alliance with Microsoft, explain what possible competitive.Advantages or disadvantage could Intel gain from this relationship…Page 10 Project Future Trends…………………………………………………….Page 13 Introduction In 1968, Intel Corporation was originated by Robert Noyce and Gordon Moore. Both of them were engineers with outstanding reputations in the field of incorporated course. They had no difficulty in getting venture funding to start up Intel. Intel announced the 4004 microprocessor in the year 1971 and in next year they increased the number to 8008. Intel had employed nearly 25,000 employees in the year 1984, but the business of their memory chip was throbbing because of the competition from Japan. In the year 2000, Intel had incorporated 70,000 employees in the year 2000. Intel appointed Craig Barrett as the Chief executive, is looking for ways to expand beyond processors, into chips and products for networking and communications. Company appointed Grove as a wandering Intel promoter whereas day-to-day operations are handled by Barrett. (Tim, 1997) Intel creates an amazing increase in technology every day. Intel is the world’s...
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...CASE STUDY Intel® Xeon® processor 5600 series Manufacturing Energy Efficiency, Environment, and Performance Virtualization Moving to a Platform for Growth Standardizing on Intel® Xeon® processors helps Mindspeed Technologies consolidate servers, reduce costs, and support continued business expansion Mindspeed Technologies, Inc.—which designs, develops, and sells semiconductors for telecom networking products—wanted to consolidate its physical IT infrastructure used to run mission-critical business applications and reduce operating expenses, while also supporting business growth. After creating a virtualized server environment with VMware software, the Mindspeed IT group decided to migrate applications from AMD processor-based Sun Microsystems servers to Dell servers based on the Intel® Xeon® processor 5600 series. The move helped increase application performance, consolidate application servers, and reduce operating costs while providing the scalability for continued business growth. CHALLENGES • Support business expansion. Increase IT scalability to support the growth of the company’s solution portfolio and expansion into new geographic regions without increasing the IT infrastructure footprint. • Control costs. Reduce IT operational costs and decrease the software licensing costs for the virtualized environment. ® SOLUTION • Migrate to Dell servers with Intel® Xeon® processors. The IT group migrated from AMD processor-based Sun servers to Dell PowerEdge R610* servers...
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...Intel Corporation Strategic Analysis Group-11 Maithilee Deshmukh-123 Siddhesh Hegde-51 Swapnil Wagh-53 Swati Agrawal-54 (PGDM-B) Group-11 CONTENTS 1. History & Introduction 2. Industry Analysis 2.1 Porter’s Five Forces Framework 2.2 Complementors & Strategic Groups 2.3 Life Cycle Analysis 2.4 SWOT Analysis 2.5 PESTEL Analysis 3. Internal Analysis 3.1 Resource Based View Analysis 3.2 VRIO Framework 4. Business Strategy 5. Tetra-Threat Framework 6. Conclusion Porter’s Five Forces Analysis Threat of New Entrants (Low) 1) High Industry Profitability (+) 2) Large fixed costs (-) 3) Economies of scale in research, chip fabrication, consumer marketing etc. (-) The microprocessor market is characterized by short product life cycles, rapid advances in product design, competitive pricing and process technology. This means if firms want to be competitive in the industry they have to invest large amounts of fixed cost to create specialized facilities for production as well as continuously devote large amounts of funds to research and development in order to keep producing top-of-the-line products. Supply side economies of scale give large microprocessor firms advantages in R&D. Since the cost of creating one extra microprocessor is relatively insignificant the larger production size allows R&D costs to be distributed over a larger number of chips. 4) Learning economies & requirement...
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...Strategies to Reduce Energy Usage in Offices and increase IT Sustainability Research Studies by Intel Corporation. According to an Intel White Paper of December 2009, Intel reported these studies about reduction of energy usage in offices. Evaluating Enabling Technologies Replacing Desktop PCs and Cathode-Ray Tube Monitors: Over the last decade companies have shifted to laptop PCs for about 83 percent of the workforce, primarily, in an effort to increase employee productivity. A secondary benefit has been to significantly improve energy efficiency. To determine the factors that affect office power consumption, and further improve energy efficiency, Intel conducted a power consumption study, which provided data about how different generations of laptops impact power consumption. Intel’s study has helped us develop a repeatable power consumption toolset and an energy use baseline. From Intel’s study, we learned the following: ➢ While newer laptop PCs consumes less power than older laptop PCs, the most significant benefit is improved performance per watt. ➢ A high-performance laptop PCs can provide similar CPU performance to the reference desktop PC, at one-third the power. ➢ Screen brightness also has a significant impact on power savings. ➢ BIOS (i.e., Basic Input-Output System) and OS (i.e., Operating System) settings can vary idle power consumption by as much as 33 percent [pic] ...
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...Chipping Away at Intel Strayer University 22 Apr 2012 Discuss the different changes at Intel over the first 3 years of CEO Barrett’s tenure. During his first three years as CEO of Intel, Barrett made several dramatic changes to the organization, to ensure that shareholders retained their capitol and he kept his position with the organization until retirement (Palmer, Dunford & Akin, 2009). One of the changes that Barrett made included creating a new wireless unit in 1999, which combined new acquisitions such as DSP Communications Inc., with Intel’s flash memory operations (Palmer, Dunford, Akin 2009). The next change was, creating the Architecture Group. This group combined the development and manufacturing of core processors. In Barrett’s third year, he reorganized the Architecture Group and created a new unit consisting of a merger of communications and networking operations (Palmer, Dunford, Akin 2009). Unfortunately, many of his efforts were failing and Intel was in worse shape three years into his tenure than they were when he took over. Identify three significant environmental pressures for change faced by Intel under CEO Barrett’s leadership. (fashion, mandates, geopolitical, declining markets, hyper-competition and corporate reputation). The environmental pressures that Barrett and Intel faced included declining markets, the entire industry had been adversely affected by September 11, the declining economy and threat of war. Intel was also faced...
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...Benefits | Adobe | Health Benefits: | All employees are covered under the Group Tem Medical insurance that includes their spouse, children and Parents. | Risk Benefits: | Adobe gives Group Term Life Insurance, Group Term Personal Accident Insurance and Business Travel Accident Insurance for all its employees. | Other Benefits | Medical Room FacilityAmount that employees are reimbursed for gym and other qualified fitness memberships: up to US$30 a month | Reference | http://www.adobe.com/careers/benefits.htmlwww.glassdoor.com/benefits/adobehttps://www.facebook.com/note.php?note_id=491995931785 | Compensation and Benefits project Benefits | Intel | Medical Benefits | Intel provides its Indian employees comprehensive medical benefits both in their home country and while traveling. Medical, maternity and dental benefits are available for eligible dependents on a shared premium basis | Risk Benefits | Intel provides its Indian employees receive group term life insurance coverage to ensure for their family's economic well-being at the time of their natural or accidental death. Terminal illness; accidental disbursement within 180 days of an accident; and temporary or permanent total disability benefits are also provided. Supplemental coverage is provided for accidental death that may occur on business travel. | Educational benefits | Intel offers reimbursement for work-related coursework, certificates, degree programs, and foreign language training to eligible employees...
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...SWOT Analysis of Intel Corporation Strengths: The Intel Corporation is the largest producer of computer processors and motherboards in the world. Holding 80% of the market share in the private, public and military sectors, Intel has been well rooted in the computing industry since it's inception 46 years ago. (Reuters) One of Intel's biggest strengths is it's high commitment to research and development. Intel has acquired many software and hardware companies over the past decade. These have boosted Intel's technological reach, allowing them to enter more into the software side of computing and expanding AI and user interface capabilities (TechCrunch). With a third quarter revenue of $14.6 billion, Intel owes some of it's growth to it's newly developed and acquired mobile phone markets.(Intel) With the world of computing technology being ever changing, Intel has stayed on top of it's competition as it reduces the size of its chips, to fit the smaller devices of today, without sacrificing the growing power of it's processors. Their in house manufacturing is also a great advantage, without having to pay another company to produce their chips. Intel is also a praised company when it comes diversity. With Intel's diversity initiative, it has many employee diversity groups based on race, nationality, religion and sexual identity. (Intel) In 1994, Intel was even one of the first companies to start a gay, lesbian, bisexual and transgender employee group. Intel has received very...
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...cheaper. Problems that Intel had (because of the September 11): - product delays - shortages (escassez) - recalls (devoluções) - overpricing (preços excessivos) - bugs in the systems (erros no Sistema) - advanced Micro Devices (competitor) had produced its Athlon processor chip (faster than Intel’s Pentium III chip) With these problems, analysts predict that Intel’s share of market would be 9% worse than 3 years later. Causes of BARRETT’S WITHDRAWALS: - The downturn (crise) in economic conditions; - Weak demand (fraca procura) and over-capacity (supercapacidade) – Fall in global sales of chips. BARRETT’S OBJECTIVES: - Reorganize Intel to make it more nimble (ágil), to avoid duplication, to create better coordination and to enable (possibilitar) decentralization and delegation of decision making. Another problem: (intern) The network operations group and the communications unit sometimes were in competition with each other, selling similar products to the same customers. BARRET’S REORGANIZATIONS DURING THE FIRST 3 YEARS: 1) He created a new wireless unit (1999); 2) He created the Architecture Group (2000); 3) He reorganized the Architecture Group and created a new unit consisting of a merger of communications and network operations (2001). Reorganization consequences: - “shuffling execs like cards in a deck”; - people moved around a lot without really knowing where they were going ( and costumers realize that); - Intel was “dabbling in everything...
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...Intel Final Paper MGMT 480- Frankforter Executive Summary As the world’s “foremost semiconductor maker,” Intel Corporation has a reputation to uphold and a future to build. Founded in 1968, Intel has grown to a company of over 90,000 employees who operate Intel’s facilities in nearly fifty countries. Intel produces processors, motherboards, chipsets, network adapters, flash memory, software, storage devices, and wireless products. Many of us are the end-users of a wide variety of Intel’s products, but the Intel’s numerous other customers are primarily OEM manufacturers who utilize Intel’s components, end-user consumers (which includes individuals, large and small businesses, and service providers), and “other manufacturers, including makers of a wide range of industrial and communications equipment.” Intel has capitalized on its ability to lead the semiconductor industry by continuous innovation. Gordon Moore, one of Intel’s founders, introduced a principle that continues to guide Intel which states that “the number of transistors on a chip roughly doubles every two years.” In keeping with Moore’s Law, Intel’s key to success in the semiconductor industry has been constant innovation. Such a strategy has allowed Intel to remain a leader among competitors such as Texas Instruments, Advanced Micro Devices, International Business Machines, and Freescale Semiconductor, among others. The semiconductor industry is extremely competitive, but...
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...Ariel Torrente NT1110 Unit 5 Analysis 7/27/2013 Pentium Flaw The Pentium flaw also nicknamed the Pentium FDIV bug, was an identified error in the Intel P5 Pentium floating unit. The presence of the bug can be checked manually by performing the following application that uses native floating numbers, including Windows Calculator or Microsoft Excel in Windows 95/98 (Pentium FDIV bug). The Pentium flaw was discovered byProfessor Thomas R.Nicely at Lynchburg Collwge,Virginia USA (Emery, Vince). Dr.Thomas R Nicely is a mathematic professor, noticed a small difference in two sets of numbers, he always double-checks his work by computing everything twice, two different ways (Emery, Vince). Dr.Nicely spent months successively eliminating possible causes such as PCI bus errors and compiler artifacts (Emery, Vince). Intel wanted to keep to keep the Pentium flaw a secret, after Intel testers discovered a division error in the Pentium chip (Emery, Vince). Intel managers decided that the error wouldn’t affect many people, therefore no one outside of the company was not informed (Emery, Vince). The pandemonium over Intel’s Pentium chip cost the company millions of dollars and could have been prevented and became an uproar on the internet (Emery, Vince). This was Intel’s first mistake and the company was given a reputation that made Intel not a trustworthy company and not disclosing that information made them seem to be hiding a sinister secret (Emery, Vince). After several tests on...
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...system to his group of computers, but was unable to eliminate other possible factors until October, 1994. On October 24th, 1994 he reported the flaw he encountered to Intel. The person that he contacted at Intel later admitted being aware of the flaw since May 1994. The flaw was discovered by Intel during testing of the FPU for its new P6 core, which was first used in the Pentium Pro. An example of the flaw was found where the division result returned by the Pentium microprocessor was off by about 61 parts per million. In November, 1994 the story first broke in an article published in Electronic Engineering Times. In the story, Intel says it has corrected the glitch in subsequent runs of the chip, and Intel dismisses the importance of the flaw saying, "This doesn't even qualify as errata." The story was later picked up by other national and international media. On November 30, 1994 Intel released an in-house study of the flaw, "Statistical Analysis of Floating Point Flaw in the Pentium Processor" H.P. Sharangpani and M.L. Barton, Intel Corporation. The study on the processor minimized the potential impact of the flaw on the majority of the users. December 12, 1994 IBM decides to do their own study on the Pentium microprocessor chip challenging Intel's analysis. They concluded that the FPU flaw will seriously impact the work of a vast majority of users both within and outside the scientific community. The earlier denial about the chip was poor handling by Intel and cost them their...
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...2003 Annual Report intel.com intc.com GROWTH THROUGH TECHNOLOGY LEADERSHIP 33.7 29.4 25.1 20.8 16.2 26.3 26.5 26.8 30.1 36 1.51 1.6 Americas 50% 45% 28% 100 27 1.05 0.97 0.86 18 0.73 0.85 1.2 40% 75 0.8 20% 20% AsiaPacific Europe 14% 50 11.5 9 0.33 0.50 0.46 0.4 0.19 28% 28% 23% 25 Japan 94 95 96 97 98 99 00 01 02 03 0 94 95 96 97 98 99 00 01 02 03 0 8% 93 7% 98 9% 03 0 NET REVENUE Dollars in billions DILUTED EARNINGS PER SHARE† Dollars, adjusted for stock splits † GEOGRAPHIC BREAKDOWN OF REVENUE Percent Amortization of goodwill reduced earnings per share in 2001 by $0.22 ($0.18 in 2000 and $0.05 in 1999). Goodwill is no longer amortized, beginning in 2002. “Our continuing commitment to investments in leading-edge technology and our dedication to product innovation have set the stage for the positive results we began to see by year’s end.” Craig R. Barrett Chief Executive Officer 38.4 35.6 33.3 30.2 27.3 28.4 26.2 40 Machinery and equipment Land, buildings and improvements 6.7 8.0 7.3 4.0 4.4 3.9 3.8 5.0 4.0 30 6.0 3.1 4.5 20 15.4 2.4 8.7 10 4.0 3.6 3.0 3.4 4.7 3.7 4.0 1.8 1.3 2.3 2.5 3.0 2.0 2.0 1.1 1.0 3.5 0 0 0 94 95 96 97 98 99 00 01 02 03 94 95 96 97 98 99 00 01 02 03 94 95 96 97 98 99 00 01 02 03 RETURN ON AVERAGE STOCKHOLDERS’ EQUITY ...
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