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Dell is a renowned American multinational computer technology company with one of the largest market shares in the personal computer sector worldwide. The company, founded by Michael Dell in 1984, has wowed the technological world with its comprehensive range of computer-related services and products, transforming itself into a leading global technology leader, proving to be a successful business model case study.
This paper seeks to evaluate the management practices of Dell, with an emphasis on their comparative management experiences. The paper will discuss Dell’s management practices, the development of their corporate structure, and the impact their approach has had on the business. In particular, Dell’s features of comparison management will be examined, including an evaluation of their organizational structure, motivation and decision-making, management of resources and leadership as it relates to change management. Lastly, the paper will conclude with a summary of the main findings.
To begin, Dell follows a comparative management approach that defines how the company manages its operations, taking into account economic, technological, political and cultural characteristics, and using these characteristics as the foundation for all decisions. Dell uses a competitive business structure in which the company strives to maintain competitive forces, remain flexible for continued improvements and remain competitive. This competitive approach has enabled Dell to develop competitive strategic plans and focus on staying competitive in the marketplace.
The organizational structure of Dell also follows a comparison management strategy. At its core, Dell’s organizational structure is based on balance of power. Each business unit is responsible for their own activities, including product development, marketing and distribution. The structure rewards performance and encourages innovation. Additionally, Dell has been able to successfully grow its company by creating a balance between the support of its customers and updating the company’s offering of products and services.
In addition, Dell’s motivation and decision-making processes are founded on comparison management. Dell sets goals and objectives specific to the skills and abilities of each individual employee. This helps the company to identify and reward top performers and also ensures that each employee is held to a high standard. In addition, Dell’s decision-making processes are rooted in comparison management principles that ensure that critical decisions are based upon logical and rational data points. This process helps the company evaluate critical economic and market performance data to ensure that decisions are sound and profitable in both the short and long-term.
Finally, Dell has a strong system of resource management that follows comparison management principles. Through this system, Dell allocates its resources efficiently and effectively, making sure that resources are used for maximum value. This system also allows Dell to allocate resources to research and development projects in order to keep up with evolving technological trends. Additionally, Dell’s resource management system includes effective human resource management, enabling the company to create an effective working environment while maintaining a high level of productivity.
In conclusion, Dell’s management practices are rooted in comparison management, allowing the company to compare characteristics and make more informed decisions when it comes to making investments, allocating resources, and creating new products. By focusing on strategic planning and customer service, Dell has been able to remain a top player in the technology sector, proving that comparison management can be an extremely effective business model.
