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Question: when was the ibm 360 decision actually made when did...

Question details
  1. When  was the IBM 360 decision actually made?
  2. When did the decision become essentially irreversible?
  3. What were the critical management processes involved in each step?
  4. Why were these steps essential  or important to the decision process?
  5. When did the decision process begin? Why?
  6. What triggers a major change in such a large organization?
  7. Who actually made the  IBM 360 decision?
  8. How does one manage this kind  of decision process?
  9. Where are the “planners” in the process?
  10. How do they manage risk in this project?
  11. Why is there a resistance in the organization?
  12. Why wouldn’t this kind of strategy have come out of formal planning process?
  13. 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?
  14. Why is this kind of process appropriate or inappropriate to this particular decision situation?
  15. When did the IBM 360 decision actually begin? When does it end?
  16. Was  Mr. Leasron a good manager? If yes, what makes him a good manager?
  17. Learson seems to keep his goals “vague” . Why keeping goals vague can be a useful management  technique?
  18. Why does a manager  like  Learson use the “questioning” technique rather giving formal orders?
  19. Why are Watson and Learson not very visible in making specific decisions?
  20. Who is really the leader? Watson or Learson?
  21. What characteristics or actions  of Learson constitute   leadership?
  22. What does one have to do to keep his somewhat impatient, domineering style from being destructive?
  23. 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?
  24. How did Learson deal with  Haanstra during the decision process? What political moves seem to have been made by him and Watson?
  25. 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?
  26. What are the key points for intervention in this process and how do Learson and Watson manage them?
  27. What was the IBM 360 strategy?
  28. Why was it essential to have a single line? Compatible ? Standard interface?
  29. How could outside groups have taken advantage of the IBM 360 strategy?
  30. 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?
  31. What are the most important changes which seem to be taking place in the marketplace?
  32. How should IBM prioritize investments in manufacturing technology vs, product technology ?Should process technology be developed separately or integrated in its product development units?
  33. To what extent should IBM perform its  research internally?
  34. If IBM was entering a maturing market era , how should its production function be organized? What would be the critical success factors?
  35. 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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