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Assignment 2: An Analysis Of The Product Life Cycle Of IBM

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ASSIGNMENT (Group) - 2010
Analysis of Life-Cycle of IBM

OCTOBER 23, 2010
IN PARTIAL FULFILMENT OF THE REQUIREMENTS OF THE COURSE
"ORGANIZATIONAL BEHAVIOUR - II"
OF MBA (FULL TIME)
SUBMITTED TO:
Prof. Harismita Trivedi and Prof. Sari Mattila
Submitted By:
Group No. 43
Saurabh Shrivastava – 101143
Rohit Adukia – 101243 Roshni Kumar – 101343

Table of Contents

1. CURRENT SCENARIO 1 2. HISTORY OF IBM 2 2.1 The Origin of IBM 2 2.2 IBM’s Early Growth 4 2.3 IBM post World War II and rise of business computing 5 2.4 IBM’s near disaster 6 2.5 IBM’s Resurrection and Organizational Culture 8 3. LEARNINGS FROM THE COURSE AND HOW WE CAN USE IT AS A MANAGER 10 4. EXHIBITS 13 5. ARTICLE: 14 6. …show more content…

The merger was engineered by noted financier Charles Flint, and the new company was called the Computing Tabulating Recording (CTR) Corporation. CTR was incorporated on June 16, 1911 in Endicott, New York, U.S.A. This merger is just opposite of what happened in the case “Acme and Omega Electronics” where we learnt what changes an organization has to go through when its ownership changes.
The companies that merged to form CTR manufactured a wide range of products, including employee time-keeping systems, weighing scales, automatic meat slicers, coffee grinders, and most important for the development of the computer- punched card equipment. Of the companies that merged to form CTR, the most technologically significant was the Tabulating Machine Company, founded by Herman Hollerith, and specialized in the development of punched card data processing equipment. The Tabulating Machine Company won a government contract, and completed it with amazing speed. After that Hollerith was faced with the challenge of sustaining the company in non-Census years. In 1911, Hollerith, now 51 and in failing health sold the business to Flint who then created C-T-R.
When the diversified businesses of C-T-R proved difficult to manage, Flint turned for help to the Thomas J. Watson Sr. who became General Manager of C-T-R in 1914 and President in 1915. Watson quickly implemented a series of effective business tactics: generous sales incentives, a focus on customer service, an insistence on

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