Intel Case Study
Introduction
In this week’s assignment we will discuss the pressures of change both internal and external and how they relate to the case study of Intel Corporation. First we will identify some of the changes at Intel over the first three years of Mr. Barrett’s tenure as CEO. Then we will look at the environmental pressures for change that were present in the case study. Then I will identify some of the internal organizational pressures for change that Intel experienced in the case study. We will also discuss what new pressures for change faced Mr. Barrett during the last half of his tenure as CEO. Then we will look at how Mr. Barrett responded to these new pressures. Finally I will discuss if I were in Mr. Otellini’s position as the new CEO of Intel, would I make any changes.
What Changes Were Made in Mr. Barrett’s First Three Years in the Case Study
The first part of this week’s assignment is to identify the different changes that occurred to Intel during the first three years of Mr. Barrett’s (Intel CEO) tenure. Mr. Barrett had many issues and challenges to deal with during his first half of his tenure to include internal and external forces driving the changes. Mr. Barrett moved the focus of the company from not just chip (micro-processing chips) making into the production of information and communication, appliances (Palmer Dunford, Akin pg. 72, 2009). Intel was plagued with production problems, delays and recalls of products these issues and the down turn in the American economy after the terrorist attack on September 11, 2001 caused the company to change direction (Palmer, Dunford, Akin pg. 72, 2009). Because of these issues the company withdrew from production of network servers and routers and als...
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... smart person. But over my years of leading and managing people and organizations I have learned not to rush in and make changes for change sake and to make a name for yourself. I would not change anything with the company at first, I would take some time and observe the operations before making any possible changes.
References
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Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). Boston, MA: McGraw Hill
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Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
This paper will be broken down into six sections profiling each critical part of implementing and managing change in an organization. The sections included are; outline for plan creating urgency, the approach to attracting a guiding team, a critique of the organizational profile, the components of change, and how to empower the organization.
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Palmer, I., Dunford, R., & Akin, G. (2009). Managing organizational change: A multiple perspectives approach (2nd ed.). Boston, MA: McGraw Hill
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In business, when we approach change, whether it is about cost reduction, merger or supporting a new technology we need to treat it as a seriously disruptive and stressful activity for all involved especially those leading the change.
Change in an organization occurs when an organization identifies an area of where necessary change must be undertaken, examines it thoroughly and adapts to it. This may lead to gaps where employees may not adapt to a certain change and therefore it is important that an organization takes into considerati...
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Cummings, T. G. & Worley, C. G. (2001). Organizational development and change (7th ed.). Ohio, USA: South-Western College Publishing.