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- when was the ibm 360 decision actually made when did...
Question: when was the ibm 360 decision actually made when did...
Question details
- When was the IBM 360 decision actually made?
- When did the decision become essentially irreversible?
- What were the critical management processes involved in each step?
- Why were these steps essential or important to the decision process?
- When did the decision process begin? Why?
- What triggers a major change in such a large organization?
- Who actually made the IBM 360 decision?
- How does one manage this kind of decision process?
- Where are the “planners” in the process?
- How do they manage risk in this project?
- Why is there a resistance in the organization?
- Why wouldn’t this kind of strategy have come out of formal planning process?
- Why do Watson and Learson use the “shoot out” process, rather than a formally planned “system analysis” or ” system evaluation” to design the optimum computer on the paper and then proceed with only the best alternative design?
- Why is this kind of process appropriate or inappropriate to this particular decision situation?
- When did the IBM 360 decision actually begin? When does it end?
- Was Mr. Leasron a good manager? If yes, what makes him a good manager?
- Learson seems to keep his goals “vague” . Why keeping goals vague can be a useful management technique?
- Why does a manager like Learson use the “questioning” technique rather giving formal orders?
- Why are Watson and Learson not very visible in making specific decisions?
- Who is really the leader? Watson or Learson?
- What characteristics or actions of Learson constitute leadership?
- What does one have to do to keep his somewhat impatient, domineering style from being destructive?
- Is Learson, or Watson really “manipulating” this decision? If so, is this destructive? How could they possibly have managed the process better? Is Learson a Theory X or Theory Y manager?
- How did Learson deal with Haanstra during the decision process? What political moves seem to have been made by him and Watson?
- Why do they not push the whole package of 360 at first? How do Watson and Learson develop the information which allows them to manage a system which has more information then they have?
- What are the key points for intervention in this process and how do Learson and Watson manage them?
- What was the IBM 360 strategy?
- Why was it essential to have a single line? Compatible ? Standard interface?
- How could outside groups have taken advantage of the IBM 360 strategy?
- What the most critical factors with which IBM must deal if the company is to be successful in the future? What actions should be taken relative to each of these?
- What are the most important changes which seem to be taking place in the marketplace?
- How should IBM prioritize investments in manufacturing technology vs, product technology ?Should process technology be developed separately or integrated in its product development units?
- To what extent should IBM perform its research internally?
- If IBM was entering a maturing market era , how should its production function be organized? What would be the critical success factors?
- What are the most important organization issues facing IBM? What changes are necessary to support the implementation of the strategy developed here?
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