Read the ?Chipping Away at Intel? caseIn a paper of, address the following questions that relate to why organizations change.!Of thepressures for change (fashion, mandated, geopolitical, market decline, hyper competition, reputation and credibility), which one(s) was/were experienced by Intel, and what facts from the case support your choice(s)?Of thepressures for change (growth, integration, collaboration, reestablishment of organizational identities, new broom, and power and political pressures), which one(s) was/were experienced at Intel, and what facts from the case support your choice(s)?Are there limits to the changes that can be accomplished at Intel? Why or why not?Describe why it is important for change managers to have a clear, personal understanding about the pressures that lead to change.Due to its inherent unreliability, Wikipedia is not considered an acceptable source for use in academic writing.Craig R. Barrett sat reflecting on the fact that he was halfway through his tenure as the fourth CEO of Intel?only another three more years to go until his mandatory retirement age would be reached. He had come into an organization that Andrew S. Grove, chairman of Intel, had shaped into a major global technology company. He had replaced Gordon E. More but retained his principle of doubling microprocessor performance every 18 months while at the same time making it progressively cheaper. In this context, what would be Barrett?s legacy? When Barrett came in three years ago, he took some bold moves, taking Intel beyond chip making for PCs into the production of information and communication appliances as well as services related to the Internet. Trouble is, the company was now in the worst shape that it had been for many yIn May 2005 Craig Barrett reached Intel?s mandatory retirement age as CEO and moved on to become chairman of the company. He was replaced as CEO by Paul Otellini. In reflecting back on his tenure as CEO, Barrett felt proud that he had managed to keep his company profitable following the 2001 IT collapse. Intel also had kept its position as a leading chip maker. But things had not always been easy for Barrett. Intel had thought that its Itanium processor was going to be the future of the server business, but the market thought otherwise. The chip was used in high-end servers, but the market was much smaller than had originally been hoped for. He also had expanded the company?s expertise in designing chips for mobile communications. This had mixed results. The Centrino mobile technology, used for accessing wireless networks, had taken off and its flash memory business was robust, but despite a great deal of hype around communications silicon and its Manitoba processor, no mobile phone manufacturer had yet used this processor. In 2004 in what was referred to internally as ?the right-hand turn,? Barrett engaged in strategy shifts, moving toward dual core architectures rather than simply producing faster and faster chip speeds. Canceling the 4-GHz Pentium 4 symbolized this shift. At the same time, he engaged in a reorganization of the company, putting in place new business units such as the Mobility Group, focusing on mobile devices, along with a Digital Enterprise Group, a Digital Home Group, a Digital Health Group, and a Channel Products Group. The future challenge was to make sure that work was coordinated across these different groups to enable the company to deliver high-quality products. Barrett knew that this was going to be a big challenge for Paul Otellini over the coming decade.Discusses environmental pressures for change.Describes one attribute or capacity of servant leadership.Discusses internal pressures for change.Describes the limits to changes.Describes the importance for change managers to have a clear, personal understanding of pressures that lead to change.Paragraph Development and TransitionsStudent?s work has a sophisticated construction of paragraphs and transitions. Ideas universally progress and relate to each other. The student is careful to use paragraph and transition construction to guide the reader. Paragraph structure is seamless. Individually and collectively, paragraphs are coherent and cohesive.Mechanics of Writinga)ÿÿÿÿÿÿÿÿ Student is clearly in control of standard, written academic English.b)ÿÿÿÿÿÿÿÿ All work includes correct spelling, punctuation, and grammar.c)ÿÿÿÿÿÿÿÿ Similarity Index is less than or equal to 10%. *Instructor discretion advisabled)ÿÿÿÿÿÿÿÿ Student uses correct sentence construction, word choice, etc.f)ÿÿÿÿÿÿÿÿ Assignment is within the required word count.
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