Research Paper on IBM, DELL, Microsoft
Theories are abstraction from the real world to give explanation to relationship between variables. The organizational structure in Dell Incorporation is one that is based on situational leadership style. The management of the organization carries out decision-making base on the current market trends and situation that need to be determined instantly. This situation has made the organization very successful in its operations.
The situational leadership style is one that is considered as most effective, as management and organization’s leaders adopt any leadership style that is most feasible and applicable at any given period. Customer relationship formed in the organization is one that encourages bonding for the organization with its customers and those workers in the organization. The Dell‘s product are specifically tailored to suit customer purchasing power and their taste, thus the organization of relationship build up for the organization is one that follows customer relationship bonding through effective HR practices.
Thus, Dell organization practiced a flexible relationship with its customers and workers; this is done to make the organization carry out its strategic pattern of providing its products to suit the economical need and taste of its customers. For the Microsoft organization, the organizational structure would be likened to what is obtainable in Dell. It has a management in place that sought to bring about the best condition of services from its workers.
Thus, it encourages a democratic leadership style that encourages workers in the organization to contribute meaningfully to the organization’s decision process. Nevertheless, to some extend it would be said that the situational leadership model is applicable to Microsoft organization, as situation arises and demands that other leadership styles are introduced. The organization has successfully created soft wares that teach managers of organization how to carry out an effective leadership style in management practices.
For IBM organization, the practice of teamwork is encouraged. Here, the democratic leadership style is practiced to some greater extend. According to Heller (2006), the IBM leadership is based on teamwork and consensus whereby to encourage the membership and management in serving the organization: it is not the other way round. If the leader’s weaknesses endanger the long-term interests of the corporation, he is swiftly dispatched: preferably, before lasting damage has been done, and not afterwards.
IBM Global Services has developed, planned, and delivered a tailored management course for more than 100 managers in the Nordic SAP organization. The education combines e-learning with traditional classroom sessions. The courses have the clear objective of developing general leadership skills and competencies (IBM, 2006). In the three organizations, the organizational structure communicates through top to bottom channels, and sometimes-horizontal communication takes place among the organization’s departments.
None of the three case study organizations adopts clear autocratic styles; as this leadership, style prevents the flow of innovative ideas from members of the organization. In addition, the free reign leadership style is not encouraged, as it tends to lead the organization chasing to many unaccomplished targets. Thus, the ideal leadership model adopted by these three organizations has to do with situational leadership style, and sometimes-democratic leadership style. The ‘ABCD Model of the Relationship Cycle’ would be use in looking at the life cycle of relationship marketing in the case studies.
The model consists of four stages- Acquaintances, Buildup, Continuation, and Dissolution- that display cyclical progression. This model relationship cycle, is a replicate of others in marketing such as the product life cycle (inanimate object); the family life cycle (social units), and the exchange relationship cycle (institutional or business-to-business consumers) (Dwyer, Schurr, and Oh 1987, quoted in Stern 1997). In the acquaintance stage, this is when customers’ attention is attracted to the organization. The first impression really matters.
For Dell Inc, the impression display is that of great concern and the desire to meet the customer’s needs, putting into consideration the customers’ status, taste, and financial capability. This is achieved through direct personal selling, lowering of prices and configuration its products. For Microsoft its product are done as innovation to capture the taste and desires of customers. Thus, the organization maintains a market leader through its innovative products The Buildup stage is a transition from the acquaintance stage.
The acquaintance stage for IBM has to do with maintaining the organization brand of product and the desire to provide continue satisfaction to its customers. In this stage, partners are drawn into sampling an interaction to test the outcome. It involves a high consumer’s level of tension for the outcome is uncertain and may not mash with expectations (Stern, 1997). The Buildup stage in Dell’s relationship marketing has to do with its ability to win the trust of its customers through the diverse products it introduces to the market at affordable prices.
Moreover, through direct personal selling the relationship has been tightened and built up into a stage where the organization’s customers are committed and trust the organization’s products. For Microsoft organization its creativity and innovative products is used in capturing the customer to the organization. IBM organization can be said to exhibit a continuous maintenance of standard and organizational culture in the build of its relationship with Staffers and customers.