abhishreshthaa
Abhijeet S
The DIRECTV Group, Inc. (NASDAQ: DTV) is an American direct broadcast satellite television company formerly known as Hughes Electronics.
The focus of this Library topic is on principles and practices to successfully accomplish significant change in organizations.Successful organizational change can be quite difficult to accomplish -- it can be like trying to change a person's habits. Fortunately, there is an increasing body of research, practice and tools from which we all can learn. A major goal of this Library topic is to make this body of information much more accessible to many -- to give the reader more clear perspective on overall organizational change and development, along with sufficient understanding to begin applying principles and practices for successful change in their roles and organizations.
The following resources are not sufficient to guide a large, comprehensive and detailed organizational change effort -- that amount of resources comprises a significantly sized book -- and besides, there is no standard procedure for guiding change. However, the following resources might be sufficient to provide the reader at least a framework that takes him or her from which to begin guiding change in smaller efforts for organizational change -- and then to begin to learn more.
There are many approaches to guiding change -- some planned, structured and explicit, while others are more organic, unfolding and implicit. Some approaches work from the future to the present, for example, involving visioning and then action planning about how to achieve that vision. Other approaches work from the present to the future, for example, identifying current priorities (issues and/or goals) and then action planning about to address those priorities (the action research approach is one example). Different people often have very different -- and strong -- opinions about how change should be conducted. Thus, it is likely that some will disagree with some of the content in this topic. That's what makes this topic so diverse, robust and vital for us all.
Inc. was founded in 1984 by Leonard Bosack and Sandy Lerner, a husband-and-wife team working in computer operations at Stanford University. The invented a technology to link the separate computer at Stanford. products enable computers to communicate with each other, offering customers end-to-end network solutions. has been at the heart of many historic changes in technology. The company helped catalyze the industry’s move toward internet protocols and is now at the centre of fundamental changes in the way the world communicates; it is worldwide leader in networking for the internet. It is leading the transition to a network-centric technology environment. Almost 14 billion devices will be connected to the internet by 2010. As the network evolves into a platform, users will be able to communicate from any device and in whatever mode they choose.
As $12 billion high-technology Company, went public in 1990. Its revenue growth has been nearly hundredfold in seven years. It is the fastest-growing company of its size in history, faster even than Microsoft, with a market capitalization of over $200 billion. competes in markets where hardware is obsolete in 18 months and software in six. stock has risen roughly 50,000 percent during the decade between 1990 and 2000. In fiscal 2005, achieved record performance across almost all financial and operational metrics and generated $7.6 billion in cash. The annualized revenue per employee, a measure of productivity, was approximately $7, 00,000 in 2002, up from approximately $4, 50,000 in fiscal 2001. This is significant given that the firm also increased headcount in fiscal 2005 by 12 percent, primarily in sales. is one of America’s great success stories.
‘The City’ in San Jose emerged as one of the biggest Internet economy industrial parks with around 13,000 employees spread over 40 buildings in the campus. believed that in the ever-changing environment of the IT industry to remain leader it required the best people in the industry.
LEADERSHIP, CULTURE AND VALUES
A John chamber, CEO, has an energetic, self-effacing manner; ‘my definition of leadership is, don’t ask someone else to do something you wouldn’t do’. John Chambers’ kindness is never mistaken for weakness. Three things that can get someone fired at are
1) not producing business results;
2) not recruiting and developing the right people; and
3) not being a team player.
defines its mission to ‘be the supplier of choice by leading all competitors in customer satisfaction, product leadership, market share, and profitability’.
Its business purpose is ‘to shape the future of global networking by creating unprecedented opportunities and value for our customers, employees, partners, and investors’. culture was founded on the principles of open communication, empowerment, trust, integrity, and giving back to the community. These same values thrive at today.
espouses five core values:
1) dedication to customer success;
2) innovation and learning;
3) partnerships;
4) teamwork; and
5) doing more with less.
Each of these values is continually articulated and reinforced in the mission statement, current initiatives, policies and practices, and culture of the company. Not many companies take their culture as seriously as in managing the business and in hiring. Ross Fowler faced 18 interviews before he was hired as managing director, Australia. Many of these interviews were conducted to ensuring that the culture and values fit between and Fowler was good. sees it as a two-way process; both company and candidate are encouraged to assess each other. According to Fowler, the key elements of culture are having stretch goals, fun, teamwork, the ability to drive change, and giving back to the community. values the ability to sense when the market has moved and the ability to adapt accordingly very highly. The single most important value at is competence – one has to be good at what one does – and is enforced more by peer pressure than by management. If one cannot do one’s work, one get pushed out fairly quickly. Another important value is frugality; all employees, from the top down, always fly economy class. This is to ensure that the value is delivered to the shareholder. However, frugality at is not about being cheap, but about getting the ‘best value’.
values are considered very important for continued success. Therefore, its HR group ensures that the culture is aligned with the business strategy and continually reinforced. Talk about the culture is backed up by actions. A range of mechanisms is used to reinforce values. ‘All hands’ meetings are held quarterly to communicate the company values and to ensure that everyone feels included. The culture and values are also emphasized is communications through the company intranet. Important events are delivered to the desk top computers of employees. Attempts are made to create an exciting environment, characterized by high levels of motivation, empowerment, and recognition. has parties, including a Christmas bash with 100 food stations and entertainment. They also provide other employee services, such as onsite stores, dry cleaning services, fitness centers, ATMs, automobile oil changes, and mobile dental clinics with appointments made via e-mail.
The focus of this Library topic is on principles and practices to successfully accomplish significant change in organizations.Successful organizational change can be quite difficult to accomplish -- it can be like trying to change a person's habits. Fortunately, there is an increasing body of research, practice and tools from which we all can learn. A major goal of this Library topic is to make this body of information much more accessible to many -- to give the reader more clear perspective on overall organizational change and development, along with sufficient understanding to begin applying principles and practices for successful change in their roles and organizations.
The following resources are not sufficient to guide a large, comprehensive and detailed organizational change effort -- that amount of resources comprises a significantly sized book -- and besides, there is no standard procedure for guiding change. However, the following resources might be sufficient to provide the reader at least a framework that takes him or her from which to begin guiding change in smaller efforts for organizational change -- and then to begin to learn more.
There are many approaches to guiding change -- some planned, structured and explicit, while others are more organic, unfolding and implicit. Some approaches work from the future to the present, for example, involving visioning and then action planning about how to achieve that vision. Other approaches work from the present to the future, for example, identifying current priorities (issues and/or goals) and then action planning about to address those priorities (the action research approach is one example). Different people often have very different -- and strong -- opinions about how change should be conducted. Thus, it is likely that some will disagree with some of the content in this topic. That's what makes this topic so diverse, robust and vital for us all.
Inc. was founded in 1984 by Leonard Bosack and Sandy Lerner, a husband-and-wife team working in computer operations at Stanford University. The invented a technology to link the separate computer at Stanford. products enable computers to communicate with each other, offering customers end-to-end network solutions. has been at the heart of many historic changes in technology. The company helped catalyze the industry’s move toward internet protocols and is now at the centre of fundamental changes in the way the world communicates; it is worldwide leader in networking for the internet. It is leading the transition to a network-centric technology environment. Almost 14 billion devices will be connected to the internet by 2010. As the network evolves into a platform, users will be able to communicate from any device and in whatever mode they choose.
As $12 billion high-technology Company, went public in 1990. Its revenue growth has been nearly hundredfold in seven years. It is the fastest-growing company of its size in history, faster even than Microsoft, with a market capitalization of over $200 billion. competes in markets where hardware is obsolete in 18 months and software in six. stock has risen roughly 50,000 percent during the decade between 1990 and 2000. In fiscal 2005, achieved record performance across almost all financial and operational metrics and generated $7.6 billion in cash. The annualized revenue per employee, a measure of productivity, was approximately $7, 00,000 in 2002, up from approximately $4, 50,000 in fiscal 2001. This is significant given that the firm also increased headcount in fiscal 2005 by 12 percent, primarily in sales. is one of America’s great success stories.
‘The City’ in San Jose emerged as one of the biggest Internet economy industrial parks with around 13,000 employees spread over 40 buildings in the campus. believed that in the ever-changing environment of the IT industry to remain leader it required the best people in the industry.
LEADERSHIP, CULTURE AND VALUES
A John chamber, CEO, has an energetic, self-effacing manner; ‘my definition of leadership is, don’t ask someone else to do something you wouldn’t do’. John Chambers’ kindness is never mistaken for weakness. Three things that can get someone fired at are
1) not producing business results;
2) not recruiting and developing the right people; and
3) not being a team player.
defines its mission to ‘be the supplier of choice by leading all competitors in customer satisfaction, product leadership, market share, and profitability’.
Its business purpose is ‘to shape the future of global networking by creating unprecedented opportunities and value for our customers, employees, partners, and investors’. culture was founded on the principles of open communication, empowerment, trust, integrity, and giving back to the community. These same values thrive at today.
espouses five core values:
1) dedication to customer success;
2) innovation and learning;
3) partnerships;
4) teamwork; and
5) doing more with less.
Each of these values is continually articulated and reinforced in the mission statement, current initiatives, policies and practices, and culture of the company. Not many companies take their culture as seriously as in managing the business and in hiring. Ross Fowler faced 18 interviews before he was hired as managing director, Australia. Many of these interviews were conducted to ensuring that the culture and values fit between and Fowler was good. sees it as a two-way process; both company and candidate are encouraged to assess each other. According to Fowler, the key elements of culture are having stretch goals, fun, teamwork, the ability to drive change, and giving back to the community. values the ability to sense when the market has moved and the ability to adapt accordingly very highly. The single most important value at is competence – one has to be good at what one does – and is enforced more by peer pressure than by management. If one cannot do one’s work, one get pushed out fairly quickly. Another important value is frugality; all employees, from the top down, always fly economy class. This is to ensure that the value is delivered to the shareholder. However, frugality at is not about being cheap, but about getting the ‘best value’.
values are considered very important for continued success. Therefore, its HR group ensures that the culture is aligned with the business strategy and continually reinforced. Talk about the culture is backed up by actions. A range of mechanisms is used to reinforce values. ‘All hands’ meetings are held quarterly to communicate the company values and to ensure that everyone feels included. The culture and values are also emphasized is communications through the company intranet. Important events are delivered to the desk top computers of employees. Attempts are made to create an exciting environment, characterized by high levels of motivation, empowerment, and recognition. has parties, including a Christmas bash with 100 food stations and entertainment. They also provide other employee services, such as onsite stores, dry cleaning services, fitness centers, ATMs, automobile oil changes, and mobile dental clinics with appointments made via e-mail.
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