George Orwell’s 1984 and the Internet Essay - 1965 Words

In the United States of America, over 85 percent of people use the internet more than once in a single day (Internet Society). Why is it that this sensation called the internet is becoming such a phenomenon? Simply because all the services that the internet has to offer, but how could this fantastic internet be composed of only positive services? Here’s what is kept in the dark. The internet, also known as cyberspace or interweb, has an impeccable memory. With this said, this means that the internet stores every piece of information ever logged in the depths of the web. The web catches everything that comes in contact with it like a spider’s web, hence the name web. At first thought, this may not seem bad, but this information is permanent†¦show more content†¦In the beginning of 1984, written by George Orwell, he starts off the novel by introducing the Two Minutes Hate. The submission power that The Party possesses over The Party members intensifies as time go es on, in fact to an extent â€Å"that it was impossible to avoid joining in† (Orwell 14). The part taking in the Two Minutes of Hate was obviously obliged, but the fact that The Party members like Winston, who were rebels, could not help but join in truly shows the power of The Party’s authoritative power. This overwhelming power makes The Party members follow and support the ideas of The Party. This supreme authoritative power shaped The Party into the dystopia that Orwell predicted to come true today, as Orwell’s negative society is being created with the reliance on the internet. The first social media website to exist was called Friendster. Friendster blew up in popularity, causing many people to become hooked on it within the first few months: â€Å"It grew to three million users within its first three months (Introduction). That is approximately 33 thousand new users registering in a single day, for three months. The number of social media websites being created as of today, are increasing rapidly. Today in the real world people are becoming hooked on the internet. Individuals cannot resist the urge to join in on this new phenomenon. In some cases, the internet and social media is also seen as a negative place to be. Likewise to the Two Minutes of Hate in theShow MoreRelated1984 Argument1249 Words   |  5 PagesGeorge Orwell’s book 1984 is a very interesting novel. The novel is set up in Airstrip One. In George Orwell’s book 1984 it has many situations. One of the many situations are that some people refer society as â€Å"Orwellian.† What does Orwellian mean? Orwellian means, of or related to the works of George Orwell ( especially his picture of his future totalitarian state.) People believe that Orwell is realistic and say his work part of our society now. George Orwell was a writer in the twentieth centuryRead MoreGeorge Orwell s Dangers Of Power Through A Totalitarian Government1186 Words   |  5 Pa gesWhile writing 1984, George Orwell strongly displayed the theme of the dangers of power through a totalitarian government. Not only were Orwell’s ideas of corruption in an all-powerful government portrayed in his novel, 1984, but comparisons can be made with the story’s points of a spying authority, keeping the lower class ignorant, and an unscrupulous corporate influence with America’s power-heads today. Big Brother could be considered the main antagonist of George Orwell’s 1984. 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The fictional world of George Orwells novel, 1984, is best described as hopeless; a nightmarish dystopia where the omnipresent State enforces perfect conformity among members of a totalitarian Party through indoctrination, propaganda, fear, and ruthless punishment. In the aftermath of the fallRead MoreCensorship In 1984 By George Orwell717 Words   |  3 PagesThesis Statement: 1984 is a well-written cautionary tale that is perfectly applicable to today’s political climate and other current events. This is shown through George Orwell’s intuitive predictions of the use of censorship, his discu ssion of the perception and nature of reality, and his timeless depiction of a too-real society. 1984 contains an intuitive look at the role censorship plays in the lives of human beings. One way this plays a main part in his novel is through government use of technologyRead MoreOrwells 1984 Essay1962 Words   |  8 Pages Orwell’s Warnings in Nineteen Eighty-Four are Irrelevant to a First-World (our) Society Nineteen Eighty-Four (referred to as 1984 from here on) written by George Orwell is a cautionary novel set in a totalitarian society maintained and controlled by the government through censorship, fear, and a total lack of human rights. George Orwell’s novel 1984 depicts what he saw in the society he was living in, and to warn future societies of what he thought the world was headed towards. However, my hypothesisRead More Common Threads in George Orwells 1984 and Todays Society Essay1556 Words   |  7 PagesCommon Threads in George Orwells 1984 and Todays Society Big Brother is Watching You(Orwell 5). This simple phrase has become the cornerstone of the conspiracy theorists dialog. George Orwell may have writing a cautionary novel with 1984, but there is little possibility that he could have foreseen how close to reality his novel would truly become. In the past 50 years, the world has become a much more dangerous place. Along with this danger has come a call for governments to do moreRead MoreIn George Orwell’S Famous Book 1984, The Party Runs The1536 Words   |  7 PagesIn George Orwell’s famous book 1984, the Party runs the slogan â€Å"Who controls the past controls the future: who controls the present controls the past† (Orwell 74). This slogan is a common idea when it comes to The Ministry of Truth. The Ministry of Truth is Orwell’s way of predicting both modern day media manipulation and propaganda because it shows how the media can and does change the past, present, and future. In 1984 propaganda is used to manipulate the population by turning them against oneRead MoreCultural Death During The Melting Pot Of The World883 Words   |  4 Pagesto Huxleyan prophecy, a population that relies on constant distractions and entertainment by technology contributes to the downfall of human development . An example of this is shown through American citizens developing a growing dependency on the internet, which has led to a society of conformity and control. Based on the Huxleyan prophecy, America is experiencing culture-death as a consequence of citizens utilizing social media, disconnecting with nature, and depending on databases as a resource

Book Review Joe Stark - 1479 Words

Book Review: Joe Stark Wounded By School: Recapturing the Joy in Learning and Standing Up to Old School Culture Kirsten Olson Olson’s premises for the book are that engagement in learning is the key to a happy life and that school separates many individuals from that possibility. School practices that wound and make students hesitant learners have to be investigated so they can be changed. If we understand what school wounds are, why they occur and what can be done about it, we don’t need to harbor these wounds forever. The â€Å"average† child is possibly the most wounded child in our school systems. These students often come away feeling that they are not smart and that their abilities are set in stone. Many experience shame that results in†¦show more content†¦Students who once had passion become burnt out with no curiosity. †¢ Wounds of underestimation occur when students face low expectations based on who they are. Students almost as soon as they enter school are classified, tracked, and categorized. They know it and lower expectations become self-perpetuating. These wounds were the most commonly confronted during Olson’s research. †¢ Wounds of perfection happen to students who continually chase the highest grades by doing precisely what the teacher wants. They may be reluctant to take risks due to fear of failure. Pressure takes the enjoyment out of learning. †¢ Wounds of the average happen when students are made to feel stuck in the middle. They are squarely between programs for the gifted and handicapped since they qualify for neither. They put in the time, do the least they can, and are not challenged. They spend their time trying not to be noticed and don’t see themselves as unique in any way. They see their abilities as rigid and not able to be improved through effort or focus. All of these wounds are produced in school environments that are intolerant of cognitive, emotional, or identity differences. They produce alienation for the learner, and reduce pleasure in learning. Olson sees the basic problem as schools not changing much since they were invented. Students are sorted and tracked, resulting in schools bolsteringShow MoreRelatedA Hectic Journey in Their Eyes Were Watching God was written by Zora Neale Hurston633 Words   |  3 Pages1937. Hurstons book guides us through character Janie Crawford’s hectic journey while taking place in the 1900s. The story starts out with Janie, a middle-aged black woman, returning to her hometown in Eatonville, Florida. Her surprise visit gets the town talking. They wonder where she had gone, what she was doing, and why she was gone so long. Janie’s friend, Pheoby Watson, visits Janie to find out what happened. The conversation that they share frames the rest of the entire book. 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Dell Inc. Business Policy Paper free essay sample

Introduction Dell Inc. is one of the world’s largest information technology firms, serving individual consumers as well as small businesses and large enterprises. The company manufactures and sells PCs and related equipment, including network servers, printers, displays, projectors, and storage systems. Founded from Michael Dell’s dorm at the University of Texas in 1984 with a mere $1,000, Dell’s revenues have grown to approximately $61 billion in 2009. This stemmed primarily from a direct-sales model and a well-managed supply chain, which provided Dell with significant operating margin advantages over competitors. Despite its historic success and legacy, in recent years Dell experienced difficulties in an evolving marketplace, which necessitated a change in the company’s strategy and culture. Industry Analysis Despite its diversification, Dell’s overwhelming competitive presence resides in the personal computing industry, comprised of desktops, laptops, servers, and handheld devices. In 2007-2008, worldwide PC retail revenues topped $330 billion. Although PC unit sales are projected to continue growing, reaching 384 million by 2014 from 281 million in 2009, revenues are expected to remain stagnant due to considerable price declines. We will write a custom essay sample on Dell Inc. Business Policy Paper or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page This dynamic will shape the competitive landscape of the industry as well as Dell’s own position. [i] Buyers. Although Dell recently launched products in retail outlets, direct-sales (bypassing the retailer) remains Dell’s main distribution channel. End consumers – home users as well as private and public businesses – have several options in the marketplace with very low switching costs and are thus quite powerful. In addition, the commonality of technological advances essentially commoditized the computers industry. Accordingly, customers rank cost as the most important factor when purchasing a PC, followed by customer service and reliability. (See Appendix A: Deciding Factors) This price sensitivity hinders differentiation and fosters little brand loyalty. [ii] Historically, Dell cultivated brand loyalty through a price leadership strategy, building an efficient value chain with just-in-time and similar operational policies and circumventing retail stores. This allowed Dell to consistently offer lower prices than competitors. Still, Dell recently lost consumer loyalty as competitors and new entrants have bridged cost advantages and offered an ever-increasing number of substitutes. Suppliers. While there are several dozens of computer vendors worldwide, many integral components of a computer are manufactured by a few key players. For instance, Intel and Advanced Micro Ddevices dominate the microprocessor industry. Moreover, fear of retaliation limits a buyer’s (Dell) ability to pit microprocessor producers against one another: a 2003 Dell presentation noted that if Dell were to purchase chips from A. M. D. , Intel’s retaliation could affect all of Dell’s product lines. [iii] Similarly, in the operating systems industry, Microsoft enjoys near monopolistic bargaining power with PC vendors. Even in industries with several suppliers, computer manufacturers (buyers) do not necessarily exhibit stronger power. Thus, in 2005 several of the world’s largest memory makers were found guilty by the DOJ of price-fixing, which significantly impacted six of the largest PC manufacturers, including Dell. [iv] While such collusion was illegal, it nevertheless remains a part of industry practices. Accompanied by strong brand names, this renders the bargaining power of suppliers high, forcing computer manufacturers – rather than component suppliers – to absorb downward pressures in PC prices. (See Appendix B: Personal Computer Industry Value Chain) Potential Entrants. With the commoditization of components, lack of brand loyalty and the resulting reduced ability to achieve economies of scale, barriers to entry are fairly low and the threat of entry is high. As a result, many small PC vendors have formed. These may focus on a product niche – such as low-power usage PCs or ultra-light notebooks – or a geographic location, such as India and the Netherlands, where large manufacturers have not yet fully penetrated. [v] In addition, many suppliers integrated forward and offer products similar to those of their buyers, allowing flooding consumers with clones of the same product to be presented under different brand names. For instance, Taiwan-based computer manufacturer MSI introduced a netbook named the MSI Wind U100 only to have twenty-two exact clones released around the world, some at lower prices. vi] (See Appendix C: MSI Wind and its Variants) While an individual entrant does not significantly impact larger corporations, their presence collectively increases competition and decreases the ability to differentiate, thereby forcing a price war, which ultimately drives price levels downward. Substitutes. PCs and mobile devices – especially music players and smart ph ones – are converging rapidly. Smart phones, which currently match notebooks in worldwide sales, are projected to surpass the entire personal computer market by 2012. Hewlett-Packard (HP), the world’s leading PC manufacturer, is criticized for not positioning itself to capitalize on the next great phase of the computing revolution. [vii] Since the industry is incorporating possible substitutes into its own product lines, real substitutes are vanishing. Thus, the power of substitutes is low. Industry Competition. Industry competition in the computing industry is fierce and dominated by five players: HP, Acer, Dell, Lenovo, and Toshiba. However, due to new entrants, the market share held by the top five companies decreased from 58. 9% in 2003 to 41. 1% in 20093. viii] (See Appendix D: Global PC Vendor Market Share) This translates into fierce competition between these large players as each strives to maintain market share and utilize factory capacity. Sustainable competitive advantage is limited since competitors quickly imitate others’ successful advances. For instance, all major manufacturers have implemented variations of direct s ales and efficient operations – Dell’s main competitive advantages. Retaliation is prevalent, as well: when Dell entered the printer business, HP severed its supplier contracts of printers, cameras, and scanners with Dell. ix] Thus, strategic actions are often undermined. Conclusion. While still one of the largest in the world, the PC industry is clearly saturated. Four of the five forces affecting industry profitability are high, lowering industry profitability and establishing an unfavorable environment for existing players. To have success in the industry a company must rely on the following key success factors: (1)value chain management, (2)management, (3)technological innovation, (4)reliability and support, and (5)comprehensive product offerings. For further detail refer to Appendix E: Key Success Factors in the PC Industry) Firm Strategy Historically, Michael Dell’s built-to-order concept – selling personal computers directly to enterprises and gov ernment organizations as well as, to a lesser extent, individual consumers – drove the evolution of the company’s strategy. Dell believed that integrating vertically and reaching customers directly would allow the company as a whole to offer greater value than the sum of its parts. Cost savings were directly related to successful integration and effective inventory management practices. Furthermore, harvesting information about customer needs created potential for repeat business and cross-selling. [x] Recently, Dell was forced to break from its historical roots by shifting focus away from large organizations and seeking shelf space at retail locations for pre-built computers, reducing or altogether forfeiting many of the competitive advantages that originated in its unique value chain. As a result, Dell morphed from a manufacturer of customizable, differentiated computers to a vendor of commodities. [xi] Corporate Strategy. Vertical integration formed the basis for most of Dell’s corporate-level decisions. By strictly adhering to a â€Å"just-in-time† production method, components would be purchased from and delivered by suppliers as needed, and the finished product was immediately shipped from the factory to the customer. Thus, Dell kept minimal stock of components, allowing the company to maintain small warehouses and reserve space in production facilities. Moreover, since the rapid advancement of computer technology meant frequent obsolescence of core components, Dell was able to minimize such inventory risk. [xii] The direct-sales strategy provided an opportunity to establish value-added relationships with customers beyond mere delivery of the physical product. These were particularly beneficial to Dell with enterprise and government clients (the vast majority of the company’s customer base). Often, a large organization would receive technical support from permanent on-site Dell employees who were thus able to gauge the organization’s needs and transfer the information to Dell’s corporate headquarters. This cultivated brand loyalty and increased switching costs, thereby reducing the risk of losing an important client to a competitor. xiii] Business Strategy. Though large organizations comprised a critical segment, Dell targeted the growing base individual and small business consumers, as well. Prior to 1995, Dell marketed to these consumers primarily through catalogues and magazines and received orders by phone. The decision to launch Dell. com to market the company and re ceive orders online was a major milestone in the company’s business-level strategy. Ultimately, the Internet provided a unique platform that complemented Dell’s built-to-order and total customization foundation perfectly: Internet sales reached an average of $4 million daily within 3 years. To further target this segment, Dell launched a series of television advertising campaigns in 2000. [xiv] Functional Strategy. The company’s functional strategies were designed to support the basic tenets of built-to-order manufacturing, complete customization and just-in-time delivery. Since the mid-1990’s, Dell operated its production facilities with a â€Å"cell† organization. This system, which employed a team of technicians who worked together on a single product at a time, facilitated substantial advancements in productivity and reductions in assembly time. xv] Core Competencies Competitive Advantage. Dell’s core competencies resulted from its strategic decisions, all of which reinforced vertical integration. Historically, the level of customization, speed of delivery and technical support competencies led to a clear advantage over the competition. However, in the changing industry environment, the contributions of Dell’s core competencies to its competitive advantage have reportedly vanished; Michael Dell’s return to the helm in 2007 supports this argument. Kevin Rollins A part of Dell’s team from 1996-2007, Kevin Rollins played an integral role in many of the company’s successes and failures during a key period for the industry. Mr. Rollins was initially brought in as a consultant following poor performance in 1993, when industry consolidation signaled a need for diversification. Shortly after, Rollins oversaw a massive expansion into the overseas market – including the establishment of manufacturing plants globally – and was appointed president of Dell Americas in 1996. In addition, Rollins was involved with one of the most important strategic maneuvers in Dell’s history: selling PCs online. Dell. com allowed consumers to receive support and track shipments via the web. As President and COO, Rollins may have foreseen financial issues that would befall the PC industry in the early 2000s. Noting that other IT markets provided higher margins, Rollins oversaw the 2002 acquisition of Plural, a web-integration company that gave Dell a foothold in the services market. xvi] Under Rollins’s leadership, Dell used its expertise in operations efficiency to weather the difficult environment at the turn of the century. Eliminating inefficient practices, slashing over 1,700 jobs, and restructuring outdated operations models kept Dell at the forefront of a price war that many others lost. With prices below the tolerance levels of competitors like HP and Compaq, Dell claimed the top in market share for the first time in 2001, at 13. 3%. [xvii] Despit e Dell’s strong market position and solid financial footing, investor concerns led to a tremendous decline in Dell’s stock value. In 2002, Rollins responded by focusing on corporate governance with an initiative called â€Å"The Soul of Dell†, which doubled as a marketing tool and internal ethics review. Stock prices rebounded, reaching a high in 2004. [xviii] Of the many successes Rollins had at Dell, the main failure during his tenure as CEO (2004-2007) likely led to his ouster from the company. In early 2005, Fortune named Dell as the â€Å"Most Admired Company† while the company’s stock price and profits were soaring. [xix] By November, however, Dell was experiencing the most difficult financial issues in its history, ailing to meet earnings forecasts for the first time. Analysts surmised that in its dedication to cost-cutting and efficiency, Dell had compromised customer service and product quality. As high-quality rivals, such as Apple, and low-price competitors, such as Acer, gained share, Dell’s 15-year position as an industry leader was in question. [xx] The trouble continu ed in 2006, as the SEC launched an investigation into misstated earnings. Investors were disappointed with the lack of transparency at Dell, which remained tight-lipped on the course and scope of the check and delayed financial reporting to the SEC and NASDAQ. xxi] In early 2007, Dell completed a restatement of financial results from the start of fiscal year 2003 through the first quarter of 2007, reducing revenues by $359 million and cumulative net income by $92 million. [xxii] Mr. Rollins already resigned in December 2006, paving the way for Michael Dell’s return, and the company started an aggressive restructuring. Michael Dell Upon his return, Mr. Dell established units for different segments and geographic markets and began developing a corporate-level strategy to effectively lead the businesses. By leveraging the company’s unique resources and sharing knowledge, the units would benefit from a sustained competitive advantage and achieve superior performance. Dell’s growth would originate in targeted acquisitions, where the company would add tangible value and enter new fields early. [xxiii] In addition, Mr. Dell hired experienced executives from major competitors – such as Oracle and Motoroa – to manage the company’s individual businesses. [xxiv] This structure positioned Dell to compete with HP and IBM by offering a complete solution to its customers. Historically, Dell cultivated notable resources. One relates to the company’s massive scale, which promotes supplier relationships and reportedly one of the strongest negotiating powers in the world. [xxv] Coupled with Dell’s superior use of capital, this allowed the company to achieve cost advantages that rivals were able to minimize yet not fully replicate. [xxvi] Still, unlike HP, Dell’s ability to consistently transfer its cost advantages to other businesses was not clear. [xxvii] Other distinctive resources include Dell’s impressive customer base, which numbers the world’s largest corporations, such as Yahoo and Microsoft. xxviii] In addition, the company boasts an extensive distribution network with presence in virtually every corner of the globe. [xxix] As a result of its growth, Dell accumulated over $9 billion in cash reserves by mid-2009 and supplemented these with $1 billion in bonds. [xxx] Financial resources are essential to revamping businesses and investing in new skills, such as design, which Dell pioneered in mid-2007 with its patterned laptops. Finally, the Dell brand, famous for reliability, durability and low-cost, protects from new entrants. The specialized nature of Dell’s resources mandates a narrow scope of business, sharing (rather than transferring) of skills, a focus on operational strategy rather than financial results, and a broad corporate staff to support business units. Intent on restoring Dell’s growth, Mr. Dell began to implement these principles. Thus, Dell’s acquisitions focused on areas related to its original computer business: storage, memory, networking, and software. [xxxi] To leverage its brand, Dell contracted with one agency to execute uniform marketing campaigns worldwide, clarifying the company’s image. xxxii] Furthermore, Mr. Dell sought to transform the corporate culture from a short-term focus on achieving sales and profit targets to a long-term outlook. To facilitate this change, Dell asserted that legacy practices can change and instituted an â€Å"amnesty† period. [xxxiii] In this context, the mid-2007 purchase of EqualLogic, a company that pioneered a s imple storage technology for small and medium-sized businesses, proved highly relevant to Dell’s strategy of offering straightforward, user-friendly computing services. xxxiv] The acquisition allowed Dell to establish a presence in a booming segment, strengthening the company’s competence in serving corporate customers and preferred position among smaller enterprises. By applying its purchasing power and operating expertise to EqualLogic’s production processes, Dell would be able to significantly lower EqualLogic’s costs. Access to Dell’s wide distribution network would promote volume production, reinforcing these cost advantages. xxxv] By 2009, the added value was clear: deemed as Dell’s most successful acquisition, EqualLogic boosted storage revenues. [xxxvi] Similarly, Dell’s acquisition of services provider Perot Systems in late 2009 is promising. Perot’s customers are concentrated in the domestic health-care field, where Dell has limited presence. Thus, the partnership could offer substantial cross-selling opportunities on both ends: Dell could promote Perot globally and win new customers in the medical field, which is expected to show explosive growth over the next several years. xxxvii] Furthermore, Dell’s access to low-cost computer components and financial leverage would help win larger contracts for Perot, which previously sidestepped such offers to minimize risk. Finally, Dell and Perot share a collaborative past and the companies’ CEOs are close, contributing to additional synergies. [xxxviii] As an indication, Dell is expecting a 7%, or $300 million, in savings merely from the integration effort. [xxxix] Recommendations The central challenge facing Dell relates to the imitability of its value proposition by competitors, most notably Compaq and Acer. xl] By losing former advantages grounded in the built-to-order and just-in-time delivery concepts, Dell is left with little mo re than its reservoir of brand equity filled during its market dominance. Though the company’s technical support strategy succeeded with corporate accounts, in other markets, such as individual consumers, Dell fails to offer apparent value superior to competitors. In fact, many consumers felt that the customer service provided by Dell post-purchase was sub-par at best. xli] With its legacy advantages no longer relevant, Dell is forced to compete principally on price, reinforcing trends towards commoditization. Alternatively, the firm may attempt to develop new core competencies; still, the latter requires substantial financial commitments, particularly difficult given the current economic climate and Dell’s stock performance, which lost approximately 2/3 from its peak market capitalization. A third option for Dell would be to reinvigorate its advantages and restore differentiation of its value proposition through acquisitions. Clearly, Mr. Dell has mbarked on thi s path, which appears most appropriate for the company. In the future, Dell should continue with acquisitions that strengthen the company’s offering to its primary clients: small and midsize businesses. To build its corporate advantage, Dell should focus on midsize companies, similar to EqualLogic, which would allow the company to avoid major mishaps while perfecting the integration process. Until Dell earns substantial experience in purchasing and applying its unique resources across all business units, the company should steer away from considering large companies that warrant such advanced resources. Nevertheless, persisting with this corporate strategy is critical to Dell’s viability, particularly in light of the ability of HP, IBM and other competitors to win market share and profits from the company. Appendix A:: [pic] http://www. informationweek. com/news/hardware/showArticle. jhtml? articleID=164008 Appendix B: [pic] http://dataplusinsight. com/general/the-personal-computer-industry-value-chain/ Appendix C: [pic] http://cloudbookumpc. com/the-many-versions-of-msi-wind Appendix D: [pic] |Global PC Market Share by Units, Percent. 2006-2010. | Rank |2006 [1] |2007 [2] |2008 [3] |2009 [4] |2009Q4 | |1 |Dell |16 |HP |18 |HP |18 |HP |19 |HP |20 | |2 |HP |16 |Dell |14 |Dell |14 |Acer |13 |Acer |14 | |3 |Lenovo |7 |Acer |8. 9 |Acer |11 |Dell |12 |Dell |12 | |4 |Acer |5. 8 |Lenovo |7. 4 |Lenovo |7. 2 |Lenovo |8. 1 |Lenovo |8. 7 | |5 |Toshiba |3. 8 |Toshiba |4 |Toshiba |4. 5 |Toshiba |5. 1 |Toshiba |5. 3 | |Others |   |52 |   |47 |   |45 |   |42 |   |41 | |-based on year end summary released by Gartner Technology Business Research Insight Appendix E: Key Success Factors in the Personal Computing Industry There are five key success factors in the personal computing industry which are needed for a company to succeed in the unfavorable industry conditions. 1. Value chain management: As the industry faces continuing pressure to reduce prices it is imperative that companies continually optimize the value chain to reduce costs and maintain margins. This is particularly important in this industry where some of the largest growing products carry margins less than 1%. 2. Management: In this saturated market, competitive advantage is difficult to produce yet easy to imitate. Poor strategic decisions can quickly lead to loss in market share. Management must constantly be focused on eliminating the competitive advantage of its competitors, while protecting the competitive advantage it possesses. 3. Technological innovation: With the industry quick to imitate any success, companies must constantly offer technological advances. New technology generally carry the highest value premium, therefore those who introduce the technology are in the best position to profit from it. 4. Reliability and support: With the commoditization of hardware, and the narrowing ability to differentiate on price, companies must differentiate on reliability, product quality, and customer service. Satisfaction in these areas is the biggest driver of sales after price. 5. Comprehensive Product Offerings: With the margins on personal computers being reduced to dangerously low levels, companies must supplement this revenue with higher margin complements such as peripherals, software, and services. Inability to offer these type of products, gives a competitive advantage to those who can. [pic] [pic] [pic] Endnotes [i] â€Å"Worldwide PC Market. † Computer Industry Almanac. Jan 2010. 243. Print [ii] Greenemeir, Larry. â€Å"Analyzing The PC Vendors. † InformationWeek Dec. , 2003. Print. [iii] â€Å"Microchips and Monopolies. † Rev. of Intel’s Antitrust Actions. New York Times 28, October 2009, sec. A: 32+. Print. [iv] Flynn, Laurie J.. â€Å"Samsung to Pay Large Fine In Price-Fixing Conspiracy. † New York Times 14, Oct. 2005. Web. 20 Apr. 2010 [v] Levere, Jane. â€Å"Standing in the Niche, Trying to Hold Your Own. † New York Times 15 Apr. 2004. Sec C. Pg. 9. Print. [vi] Atticus, T. MSI Wind Clones Galore. JCloudbook UMPC. N. p. , 2 Sept. 2008 Web. 20 Mar. 2010. [vii] Vance, Ashlee. â€Å"H. P. , Tech Powerhouse, Stumbles in Smartphones. † New York Times 24 Apr. 010. Sec B. Pg. 1. Print. [viii] Gartner [ix] Fried, Ian. â€Å"HP to quit supplying printers to Dell. † CNET News. N. p. , 23 July, 2002 Web. 20 Apr. 2010. [x] Magretta, J. 1998. The power of virtual integration: An interview with Dell Computer’s Michael Dell. Harvard Business Review (March-April): 72-85. [xi] Dell: Where’s The Competitive Advantage? http://seekingalpha. com/article/93343-dell-where-s-the-competitive-advantage [xii] Kraemer and Dedrick: Dell Computer: Organization of a Global Production Network, Center for Research on Information Technology and Organizations, 2002. xiii] Strategic Management, Thompson Strickland, 11th ed. (case study) http://www. mhhe. com/business/management/thompson/11e/case/dell5. html [xiv] Ibid [xv] Inside Dell’s lean machine http://www. allbusiness. com/management/960195-1. html [xvi] Rooney, Paula. â€Å"Dell Acquires Plural†, CRN, May 31, 2002. http://www. crn. com/it-channel/18828446 [xvii] Williams, Tish. â€Å"Downturn Saw PC Makers Get Weaker†, The Street, May 26, 2002 http://www. thestreet. com/story/10014677/1/downturn-saw-weak-pc-makers-get-weaker. html [xviii] Tischler, Linda. â€Å"Can Kevin Rollins Find the Soul of Dell? , Fast Company, October 31, 2002. http://www. fastcompany. com/magazine/64/rollins. html [xix] â€Å"Dell Beats Wal-Mart as ‘Most Admired’†, CNN Money, February 22, 2005. http://money. cnn. com/2005/02/21/news/fortune500/most_admired/ [xx] Lee, Louise. â€Å"It’s Bad to Worse at Dell†, Business Week, November 1, 2005. http://www. businessweek. com/technology/content/nov2005/tc20051101_088420. htm [xxi] Krazit, Tom. â€Å"Dell profit surges, but investigations cast pall†, CNET News, November 21, 2006. http://news. cnet. com/Dell-profit-surges%2C-but-investigations-cast-pall/2100-1014_3-6137736. html? ag=mncol;txt [xxii] Shah, Agam. â€Å"Dell restates earnings after internal probe†, Computerworld, October 31, 2007. http://www. computerworld. com/s/article/9044858/Dell_restates_earnings_after_internal_probe [xxiii]http://www. nytimes. com/2008/12/16/technology/companies/16dell. html? pagewanted=1%2359;%20dell%2334sqst=cse%2359;back%20against%20the%20wallscp=1 [xxiv] http://www. nytimes. com/2007/09/09/technology/09dell. html? pagewanted=3_r=2 [xxv] http://www. businessweek. com/technology/content/mar2009/tc20090324_741292_page_2. htm [xxvi] http://74. 125. 47. 132/search? q=cache:A8p9TUYTleAJ:knowledge. harton. upenn. edu/article. cfm? articleid%3D1799+dell+strategic+managementcd=9hl=enct=clnkgl=us [xxvii] http://www. nytimes. com/2008/12/16/technology/companies/16dell. html? pagewanted=2%2359;%20dell%2334%2359sqst=cse%2359;back%20against%20the%20w allscp=1 [xxviii] http://www. nytimes. com/2007/09/09/technology/09dell. html? pagewanted=4_r=2 [xxix] http://www. dell. com [xxx] Dell Looks To Ramp Up Acquisitions For Growth [xxxi] http://en. wikipedia. org/wiki/List_of_Dell_ownership_activities [xxxii] http://www. nytimes. com/2007/09/09/technology/09dell. html? pagewanted=3_r=

West Gate Bridge Project

An Analysis of the Project’s Structure and Management The project structure of West Gate Bridge Project had obvious cause of worry from the day it was commissioned.Advertising We will write a custom case study sample on West Gate Bridge Project specifically for you for only $16.05 $11/page Learn More Taking a simple reflection into the genesis of the project, in 1961, Lower Yarra Crossing Company Limited was established with the sole purpose of seeing to it that either a bridge or a tunnel is developed to ensure that the services of ferry is faced out because its capacity was low. This company had the original vision for this project. It had the understanding of what was needed and apparently the will and ability to see into it that a bridge was successfully constructed as per the need as at that time. However, the events that led to its closure were not very clear. Although the report indicates that it went under voluntary liquidation, the immedi ate replacement by Lower Yarra Crossing Authority, which was affiliated to the government, raises question about the management of the project. When Maunsell and Partners which was the engineering consultants doubted their capacity to handle the project given its magnitude LYCA acted diligently by contracting the services of Freeman, Fox and Partners (FFP) which appeared to have greater capacity. However, the management of LYCA failed to lay a proper structure of how the two consultants would relate. When the two contractors (JHC and WSC) were given the green light to start the construction, again a clear lapse was evident in the structure and management of the project. Although JHC was able to finish their assigned task without many incidents, it was by lack. The consulting firms failed in their duty to offer guidance to the contractors.Advertising Looking for case study on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More However, because JHC was specialized at the task they were assigned, they were able to sail through their task, especially because their staffs were well coordinated and satisfied with the way the company treated them. Things were not the same at WSC due to several factors. At first, the structure of the project and the management did not favor them. The joint consultants failed to specialize categorically on which areas to offer their service to this firm. Instead, FFP took control of everything. This was in contrary to the spirit of a project structure which, as Daft (2009, p. 123) states, requires every unit to be assigned a specific role that would result in the success of the entire team and not individual’s success. Maunsell and Partners would have been assigned a distinct role in the project however little the role would be. The strained relationship between WSC and the consultants, in particular FFP was an indication that there was a serious problem with the managemen t of the project. As Sharma (2008, p. 56) says, the management of a given project should have a clear relationship structure for all the concerned members when drawing the project structure. However, this was lacking and for this reason, WSC complained that FFP was not releasing all the copies of structural designs that were to be implemented in the construction process.Advertising We will write a custom case study sample on West Gate Bridge Project specifically for you for only $16.05 $11/page Learn More This resulted in a situation where the engineers of WSC were straining to implement these structural designs. FPP would be held liable at this early stage of the failure of the project. As a consultant, they were expected to make the work of the contractors easier by giving advice to them at every stage, as Anderson (2011 p. 34) notes. They were therefore not only expected to release all the copies of the designs to be implemented, but also induct and work hand in hand in the implementation process. It was to work hand in hand with the contractors, being the overseer of the project. The inability of WSC to manage its employees, which resulted in a strike, further worsened their performance. When WSC pulled out of their assigned role, there was another dangerous assumption made by the management team of the project. They changed the structure of the project from what was the initial design in as far as the task allocation was concerned. The success of a team or an individual in its assigned task in the project does not automatically mean that the team or individual can succeed in other departments (Swanson Holton 1997, P. 167). By assigning, the remaining task to JHC because of its previous successes was a suicidal move. It became evident after awarding the contract to them that they did not have the capacity and therefore had to rely on the professional services of FFP. FFP given the role to manage employees, changing the initia l structure, which had them as consultants in this project. Because of this double role, FFP failed to notice when the vertical height difference that was between half spans started exceeding the required height, which was 110 mm.Advertising Looking for case study on project management? Let's see if we can help you! Get your first paper with 15% OFF Learn More The approach taken by JHC to reverse the mistake was professionally uncouth. Once again, FFP was on sight as the manager of the workforce besides being the consultant, failed to notice this leading to an ugly incident, which claimed several lives, besides leading to extended time and increased cost of the project. A Proposal for the Structure and Management of the Project The structure above is a proposal of how the structure of the project should be and how it should be managed. At the top should be JYCA, which is the financier of the project. It would entrust the work of supervision and consultancy to the two consultants, FFP and MP. The two should have a clearly defined role and if possible, the management of the two consultants should work as a single unit. The effort of each of the consultant should be evidenced at every stage of the implementation process. They will have the task of supervising and assisting the contractors, which are the implementing parties in the project. Among the contractors, there is a third slot named ‘others’, besides JHC and WSC. JHC and WSC will have their roles as specified in the original structure. They will have to work hand in hand with the two consultants. They have the responsibility to ask for a technical advice at every stage they feel they need some and they have the responsibility to manage their employees. As can be seen in the structure, there is a direct link between the contractors and the JYCA which is the overall sponsor of the project and therefore if either of the two contractors have an issue, they can approach the financer directly and so is the financer to the contractors. The third column for others will be a list of the best losers in the tendering process for the contractors. In case JHC or WSC fails, they may be considered, instead of assigning JHC the roles of WSC or vice versa without determining the capacity to accomplish the task. List of References Anderson, M 2011, Bottom-Line Organ ization Development: Implementing and Evaluating Strategic Change for Lasting Value, Elsevier, Burlington. Daft, R 2009, Organization Theory and Design, Cengage Learning, New York. Sharma, R 2008, Change Management, Tata McGraw-Hill Education, New Delhi. Swanson, RA Holton, E 1997, Human Resource Developement Research Handbook: Linking Research and practice, Berrett- Kohler Publishers, San Fransisco. This case study on West Gate Bridge Project was written and submitted by user Dominic Hill to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.