Dell Computer Corporation Essay -- Technology, Personal Computers

dell Computer Corporation dingle Computer Corporation was recognise as the leader in personal computers during the 1990s. However, economic instability and competitors gaining merchandise share, heavily affected the c all tolder-out. In 2001, PC sales declined, layoffs were constant, and employees were disengaged. Thus, to revitalize the company a new philosophy statement called The Soul Dell was unveil throughout the organization. However, the central problem for Dell was the methodology used to soften and communicate its core values to employees. As well as major(postnominal) leaders inability to affect paradigms shift from the existing organizational purification and sustain an effective change management process. Case Study analytic thinkingBackground /CultureDell Computer Company is known for its meteoric rise to industry dominance based on founder Michael Dells ability to transition a part-time product line of mental synthesis and upgrading personal computers in to a multi-billion dollar enterprise (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 gather up 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 prodigious writ of execution (ORourke, 2010). Finally, in 2000, Elizabeth Allen joined the company as vice death chair of corporate communications. In 2001 the company experienced an economic downturn. PC returns 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 wan ted. Thus, in order to bring about this change, Dell and Rollins need to model the batch similar to the methods used during the September 11, 2001 attacks. Also, they need to ensure management has bought into the slew 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 put up commitment to the change until it is institutionalized.