I need a detailed answer please.

Include (for question 1 and 2);

• Introduction
• Body
• Conclusion
• References

Question 1.

IF GLOBALIZATION IS SUCH A GREAT IDEA, WHY IS IT THAT SO MANY PEOPLE PROTEST ABOUT IT?

Question 2

Why is choosing the most appropriate market entry and development strategy is one of the most difficult decisions for the international market?

Question 3

ASSIGNMENT

Please answer all questions.

Marks allocation have been specified in brackets

Module: Entrepreneurship Theory & Skills

THE SOUL OF DELL

"The Soul of Dell" was written to make Dell's corporate values explicit, and to address the immediate business problem that senior management acknowledged in 2000. It helped impose discipline during the unruly early stages of corporate change.

"Now when people ask, 'If I'm not going to be rich, why would I want to stay?' the document allows us to answer those sorts of questions," says Mr. McKinnon. "It says this is the kind of place we want to be." In the tradition of J&J, AES, and Levi Strauss, "The Soul of Dell" is also used as a guide to continuous improvement of management practices as the company matures and embarks on more change and adaptation.

In keeping with Dell's nonhierarchical approach to management, creation of "The Soul of Dell" combined top-down and bottom-up input and action planning. In late 2001, the company had a series of worldwide meetings at the vice president level (in person and by videoconference) to gain broad perspective and polish the document. Dell engaged an outside firm to perform a "cultural audit," a common questionnaire-based process, to identify strengths and weaknesses throughout the company. The audit showed Dell's strong push for winning and operational excellence, but exposed weaknesses in the areas of career development and work/life balance.

In codifying what the culture represented and examining the conflicts in "real life" at Dell through the cultural audit, "pretty frank" feedback began to surface, recalls Michael George, Dell's chief marketing officer and vice president.

"There are two or three fair criticisms we could make of ourselves," Mr. George says. "One is we have folks who get great business results, but they break too much glass along the way. They're not collaborative with their colleagues. We probably tolerated that too much." The audit also showed that the company was not investing enough in personal development and career guidance resources. Dell's rapid growth and relentless focus on gaining market share had created a culture in which making the numbers often came at the expense of teamwork and customer satisfaction. And surveys showed that certain sales leaders were routinely rewarded and promoted despite trampling on the feelings of their team members.

New hires complained that they had been thrown into the most challenging position of their lives with little support or backup from superiors.

"We saw there was a little too much of a sink-or-swim mentality," says Mr. George.

These negative aspects of Dell's culture had remained submerged as long as Dell's financial performance and share price appreciation had offered the promise of great wealth. But employee concerns came to the fore when growth slowed. To their chagrin, Mr. Dell and Mr. Rollins also learned from a Tell Dell survey that about half of Dell's employees would leave for another company if they were given similar compensation.

Even some top performers said the relentless pressure had wearied them. "I know that for me, the only thing that mattered was making my numbers, but I also knew that shaking the money tree was going to get old," says Amy Rathburn, a major-accounts manager for school districts in the greater Austin, Tex., area. "My passion is really the kids, sitting down on the floor with the third graders with their laptops. 'The Soul of Dell' gave me the space to figure that out, so it's not always just selling, selling, selling." Today, although sales growth is as vital as ever, living "The Soul of Dell" means sales are not the only thing that is important to business performance.

One seemingly symbolic act that helped to reinforce the importance of "The Soul of Dell" was that members of senior management began sharing the findings of their own appraisals with their direct reports. That practice has now spread to every level of the company.

"It started from where it always starts, with Michael and Kevin," says Mr. McKinnon. "At that original vice presidents' meeting, they both got up and talked about their own 360s: 'Here's what I learned about myself.' Michael, in particular, at that moment, said, 'I've got some things to work on. I'm not done yet. I want to get better.' That attitude of 'We're all working on something important here' permeated everybody in that room."

Particularly in a company that is still led by its founder, setting values by personal behavior is critical, says Richard Hagberg, a consulting psychologist and organizational consultant based in San Mateo, Calif. He says leadership and culture are flip sides of the same coin. As companies grow larger, they become less leader-centric in general. The exceptions are companies with larger-than-life founders. "There the shift needs to be toward a more values-oriented culture, so it's not about the leader, it's about the vision and the values," says Dr. Hagberg.

At first glance, "The Soul of Dell" reads like a list of fairly standard corporate verities. But there are detailed commitments in each section that are company-specific and measurable. Improvement on each of these measures is a closely watched part of managers' performance reviews, promotions, and compensation.

Mr. Dell says those measures were critical in making the aspirations articulated in "The Soul of Dell" into a reality. "We're a very analytical, metrics-based, show-me-the-numbers kind of company," he says. "This was soft, touchy-feely stuff, so we had to put measurements in place to monitor our progress against a series of actions."

He also notes that some of this year's Tell Dell scores for managers actually went down. "But that's understandable; we're changing and it's stressful," he says.

Such stress points to one of the challenges Dell continues to face: maintaining awareness of and responsiveness to the core values in "The Soul of Dell," even as financial results improve.

"We want a culture that says democracy should rule out the evil," Mr. Rollins says. "When you see people not behaving responsibly, people not being honest in everything they do, you tell them about it, and don't let them ruin the company. We want to put the ownership of compliance on every single employee. We've told our people if you don't say anything, then you are to blame. And we can't fix a situation we don't know about.

"Our promise to you is, if you tell us, we'll treat you fairly, and we'll fix it," Mr. Rollins says. "Certainly every person who blows a whistle doesn't find something wrong. We have people who call our hotline when they've had a fight with their manager.

Well, that's not fraud, but I'd rather have 100 of those than one person who doesn't call because they think we won't anything about it."

No one is suggesting that Dell's continuing resilience or its return to its historic performance levels from 2000 was in any way contingent on creating "The Soul of Dell." Dell probably would have made its numbers with or without examining its soul. Senior management never discussed this effort with Wall Street.

Nevertheless, securities analysts who closely follow the company say its commitment to improving how it does business has made a major source of intangible value visible in ways that impress them. "Dell remains so constant on the outside in its personality that there would have to be something that is feeding that constancy and refreshing it," says Laura Conigliaro, an analyst with Goldman Sachs, which has also served as Dell's investment bank. "We're always amazed by how Dell's persona remains so methodical and in touch. From anywhere in the world at virtually any time, send an e-mail to somebody and you don't have to count the minutes until you get a return. That might seem simple, but it's so different from what we experience elsewhere. I have the sense that anything this company puts a great deal of effort into has to have some backbone to it, and not just be an exercise in corporate solidarity. They understand and appreciate that as companies get really large and you start to add new generations of employees who are more withdrawn from the top of the company and history, it becomes more important to have mechanisms to spread the culture."

Indeed, the most important role of "The Soul of Dell" may be to evangelize new hires who never will ride an elevator with Mr. Dell or Mr. Rollins. Dell is again in a hypergrowth phase and hiring vast numbers of men and women. Although some long-term employees say nothing has changed for them personally, they still see a value in formally codifying the Dell culture, and infusing the values in the design of management systems.

"As new people come on board, there's certainly a large part of the population that's jaded and has a negative [impression] about working for corporations," says Paul Wicker, a computer programmer on one of the maintenance teams that support Dell's sales applications. "The Soul of Dell" lets people know "Dell is a meritocracy. If you work hard and do good job, you get rewarded for it. It also says that just getting the job done is not as important as how you do it, and the quality of the teamwork you do it with."

Although cultural change yields tangible results only over time, Dell has been able to track some immediate and meaningful improvements, as identified in the quarterly Tell Dell surveys. Employees say management is more inclined to support their efforts to achieve better work/life balance. Workers also see a clearer link between their jobs and Dell's corporate objectives. The percentage of people who would stay at Dell given a comparable offer elsewhere has risen, although at 57 percent, it is still not as high as management would like.

Has Dell changed its culture in any fundamental way? Maybe not. But it has clearly harnessed those positive aspects of the culture that allowed it to come so far so fast.

At 20, Dell still feels like a "scrappy startup company," Mr. Dell says. But he won't be taking too much time to admire and relish the company's vigor or accomplishments. "Let's get better. I'm 38 years old now. I want to look back in 40 years and be proud."

Questions (50 Marks)

1. Analyse fully what you understand by the 'The Soul of Dell' with particular reference to its role in the organization.(10 marks)

2. Critically assess the shortcomings present within the entrepreneurial culture of Dell.(10 marks)

3. Evaluate the strategies put in place by Dell to instill an Entrepreneurial culture within the organizational framework.(10 marks)

4. In the Case Study, Richard Hagberg stipulates that leadership and culture are flip sides of the same coin.

5. Analyse fully what you understand by the above statement.(10 marks)

6. In the light of available theories on innovation, entrepreneurial leadership and culture, suggest alternative strategies that could be put in place to enhance the entrepreneurial culture at Dell.(10 marks)