PROJECT REPORTON

MANAGEMENT PRACTICES

OF

IBM

SUBMITTED TO: SUBMITTED BY:

PROF. ANITA SINGH ATIN GARGATUL SAFFARATUL YADAVAVANEE TYAGEEBHUMIKA ROHTAGICH. DENIS SINGHDANISH ZAMEERDEBASISH DATTADEEP RAJ JANGIDDEEPAK K. DINKAR

RISHABH AGARWAL

GROUP MEMBERS

SL. NO. NAME ROLL NO.

1 ATIN GARG BM- 09 051

2 ATUL SAFFAR BM- 09 052

3 ATUL YADAV BM- 09 053

4 AVANEE TYAGI BM- 09 054

5 BHUMIKA ROHATGI BM- 09 055

6 CHINGAKHAM DENIS SINGH BM- 09 056

7 DANISH ZAMEER BM- 09 057

8 DEBASISH DATTA BM- 09 058

9 DEEP RAJ JANGID BM- 09 059

10 DEEPAK KUMAR DINKAR BM- 09 060

11 RISHABH AGARWAL BM- 09 244

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ACKNOWLEDGEMENT

We want to thanks to all team members for their headwork and their

valuable time. First of all we want to take the opportunity to thank Prof.

Anita Singh, for her appreciation and guidance.

We also want to thanks Mr. Yatindra Singh (Technical Software

Engineer, IBM, Bangalore) and Mr. Abhimanyu Choudhary (Technical

Software Engineer, IBM, Gurgaon), for their valuable cooperation and

suggestion given to us for our project.

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TITLE OF THE REPORT

MANAGERIAL PRACTICES

OF

INTERNATIONAL BUSINESS

MACHINES

(IBM)

OBJECTIVE

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In the very high pace of the technological growth in the sector of Information Technology, IBM is surely one of the pioneering organizations. We, the team, have decided to work upon the managerial practices, i.e. work culture, human resource policy, marketing strategy, organizational structure, and business lines of IBM, achievements and awards and SWOT analysis of the company.

TABLE OF CONTENTS

SL. NO. CHAPTERS PAGE NO.

1 INTRODUCTION 7

2 COMPANY PROFILE 8

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2.1 HISTORY OF IBM 9

2.2 SWOT ANALYSIS 12

2.3 ACHIEVEMENTS & AWARDS 13

2.4 ORGANIZATIONAL STRUCTURE 16

3 MANAGEMENT PRACTICES 18

3.1 IBM BUSINESS LINES 19

3.2 HUMAN RESOURCE POLICY 20

3.3 MARKETING STRATEGY 22

3.4 WORK CULTURE 25

4 CONCLUSION 28

5 REFERENCES 29

1. INTRODUCTION

International Business Machines Corporation abbreviated IBM and nicknamed "Big Blue" (for its official corporate color), is a multinational computer technology and IT consulting corporation headquartered in

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Armonk, New York, United States. The company is one of the few information technology companies with a continuous history dating back to the 19th century. IBM manufactures and sells computer hardware and software (with a focus on the latter), and offers infrastructure services, hosting services, and consulting services in areas ranging from mainframe computers to nanotechnology.

IBM has been well known through most of its recent history as the world's largest computer company and systems integrator, with over 388,000 employees worldwide, IBM is the largest and most profitable information technology employer in the world. IBM holds more patents than any other technology company and has eight research laboratories worldwide. The company has scientists, engineers, consultants, and sales professionals in over 170 countries. IBM employees have earned five Nobel Prizes, four Turing Awards, five National Medals of Technology, and five National Medal Of Science. As a chipmaker, IBM has been among the Worldwide Top 20 Semiconductor Sales Leader in past years.

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COMPANY PROFILE

2.1 HISTORY OF INTERNATIONAL

BUSINESS MACHINES

The company which became IBM was founded in 1896 as the Tabulating Machine Company by Herman Hollerith, in Broome County, New York (Endicott, New York or Binghamton, New York), where it still maintains very limited operations. It was incorporated as Computing Tabulating Recording Corporation (CTR) on June 16, 1911, and was listed on the New York Stock Exchange in 1916 by George Winthrop Fairchild. CTR's Canadian and later South American subsidiary was named International Business Machines in 1917, and the whole company took this name in 1924 when Thomas J. Watson took control.

1875–1925: The origin of IBM

IBM's history dates back decades before the development of electronic computers. Of the companies merged to form what later became IBM, the oldest was the Tabulating Machine Company, founded in 1896 by Herman Hollerith, and specialized in the development of punched card

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data processing equipment. Hollerith's series of patents on tabulating machine technology, first applied for in 1884, drew on his work at the U.S. Census Bureau from 1879–82. Hollerith was initially trying to reduce the time and complexity needed to tabulate the 1890 Census. His transition to the use of punch cards in 1886 laid a foundation for generations of equipment and a core component of what would become The company which became IBM was founded in 1896 as the Tabulating Machine Company by Herman Hollerith, in Broome County, New York (Endicott, New York or Binghamton, New York), where it still maintains very limited operations. It was incorporated as Computing Tabulating Recording Corporation on June 16, 1911, and was listed on the New York Stock Exchange in 1916 by George Winthrop Fairchild. CTR's Canadian and later South American subsidiary was named International Business Machines in 1917, and the whole company took this name in 1924 when Thomas J. Watson took control of it.

International Business Machines Corporation, abbreviated IBM and nicknamed "Big Blue” is a multinational computer technology and IT consulting corporation headquartered in Armonk, New York, United States. The company is one of the few information technology companies with a continuous history dating back to the 19th century. IBM manufactures and sells computer hardware and software (with a focus on the latter), and offers infrastructure services, hosting services, and consulting services in areas ranging from mainframe computers to nanotechnology.

IBM has been well known through most of its recent history as the world's largest computer company and systems integrator. With over 388,000 employees worldwide, IBM is the largest and most profitable information technology employer in the world. IBM holds more patents than any other U.S. based Technology Company and has eight research laboratories worldwide. The company has scientists, engineers, consultants, and sales professionals in over 170 countries. IBM employees have earned five Nobel Prizes, four Turing Awards, five National Medals of Technology, and five National Medals of Science. As a chip maker, IBM has been among the Worldwide Top 20 Semiconductor Sales Leaders in past years.

In 2002, IBM strengthened its business advisory capabilities by acquiring

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the consulting arm of professional services firm. The company has increasingly focused on business solution-driven consulting, services and software, with emphasis also on high-value chips and hardware technologies; as of 2005 it employs about 195,000 technical professionals. That total includes about 350 «Distinguished Engineers» and 60 IBM Fellows, its most-senior engineers. It should be noted, however, that IBM and some other U.S. firms’ use the term 'engineer' in a broad sense, applying it to technicians from diverse disciplines that may not be graduates from Engineering Schools of recognized Universities.

In 2002, IBM announced the beginning of a US$10 billion program to research and implement the infrastructure technology necessary to be able to provide supercomputer-level resources "on demand" to all businesses as a metered utility. The program has since then been implemented.

In the same year its hard disk operations was sold to Hitachi.

IBM has steadily increased its patent portfolio since the early 1990s, which is valuable cross licensing with other companies. In every year from 1993 to 2005, IBM has been granted significantly more U.S. patents than any other company. The thirteen-year period has resulted in over 31,000 patents for which IBM is the primary assignee. In 2003, IBM earned 3415 patents, breaking the US record for patents in a single year.

Protection of the company's intellectual property has grown into a business in its own right, generating over $10 billion dollars to the bottom line for the company during this period. A 2003 Forbes article quotes Paul Horn, head of IBM Research, saying that IBM has generated $1 billion in profit by licensing intellectual property.

In 2004, IBM announced the proposed sale of its PC business to Chinese computer maker Lenovo Group, which is partially owned by the Chinese government, for US $650 million in cash and US $600 million in Lenovo stock. The deal was approved by the Committee on Foreign Investment in the United States in March 2005, and completed in May 2005. IBM acquired a 19% stake in Lenovo, which moved its headquarters to New York State and appointed an IBM executive, Steve Ward, as its chief executive officer. The company retained the right to use certain IBM brand names for an initial period of five years. As a result of the

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purchase, Lenovo inherited a product line that features the ThinkPad, a line of laptops that had been one of IBM's most successful products.

As of 2004, IBM had shifted much of its focus to the provision of business consulting & re-engineering services from its hardware & technology focus. The new IBM has enhanced global delivery capabilities in consulting, software and technology based process services—and this change is reflected in its top-line.

On June 20, 2006, IBM and Georgia Institute of Technology jointly announced a new record in silicon-based chip speed at 500 GHz. This was done by freezing the chip to 4.5 K (−269 °C; −452 °F) using liquid helium and is not comparable to CPU speed. The chip operated at about 350 GHz at room temperature. IBM acquires SPSS in July 2009 for $1.2 billion.

2.2 SWOT ANALYSIS

INTERNAL ENVIRONMENT ANALYSIS

STRENGTH WEAKNESSValuable intellectual property,

Software, patents, ideas.Talented work forceResearch & development ($5.7

Billion)A multi-national organization

260,000 expensive employeesHigh operating costs

OPPORTUNITY THREATSLow cost generic competition

(commoditization)Outsourcing New competitors in services market

(e.g., Dell, Accenture)

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EXTERNAL ENVIRONMENT ANALYSIS

Figure: - SWOT Analysis of IBM

2.3 ACHIEVEMENTS & AWARDS

IBM stands 14 in Fortune 500 companies with a revenue scale of $103,630 millions with profits of $12,334 millions.

AWARDS :

Corporate Citizenship: IBM was ranked the no.1 ethical corporation by Covalence, the Swiss ethical ranking agency, above 581 businesses across 18 sectors, The rating is based on capture of information from media and the internet, matching corporate offerings to specific societal expectations.

Corporate Citizenship: IBM Singapore won seven awards at the Singapore HR Awards 2009 including the category of Corporate Social Responsibility.

Corporate Citizenship: IBM was named one of the "50 Most Socially Responsible Corporations" by MacLean's, a Canadian weekly magazine.

Environment: IBM Canada Ltd. has been selected as one of Canada's Greenest Employers. This special designation recognizes the employers that lead the nation in making environmental values part of their organizational culture. Winners of this competition have developed exception earth-friendly initiatives and are attracting

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employees and customers because of their environmental leadership.

Accessibility: IBM Spain was recognized as the best company for social action in 2008 by the Randstad Foundation.

Corporate Citizenship: Stan Litow, Vice President, IBM Corporate Citizenship & Corporate Affairs, was chosen to ring the opening bell at the NY Stock Exchange on February 23, International Corporate Philanthropy Day. He accepted the National Philanthropy Award from the Committee Encouraging Corporate Philanthropy, which recognized IBM's On Demand Community.

Corporate Citizenship: In Taiwan, IBM was ranked No. 2 in the Corporate Citizen Survey of the foreign company group of Commonwealth Magazine's 2009. For the last three consecutive years, IBM has been selected as one of the top 10 corporate socially responsible companies.Corporate Citizenship: IBM Poland has been awarded the status of 'Best Practice for Business and Society' by the Responsible Business Forum, the country's largest corporate organization focused on corporate social responsibility.Corporate Citizenship: IBM Romania has been recognized with a 'diploma' award from the Romanian Donors Forum and the Trust for Civil Society in Central and Eastern Europe for being one of the top corporate socially responsible companies. Accessibility: IBM Spain and Association Semilla's joint Social GNU project has won the title of best 'Best IT Project' at an awards ceremony hosted at the Ministry of Industry.Corporate Citizenship: IBM China was awarded a certificate of appreciation for their outstanding contribution to education by the China Ministry of Education (CME) at the Spring Festival Reception for more than 30 multinational companies.Corporate Citizenship: For the seven consecutive year, IBM Hong Kong has been awarded with "The Caring Company Award" by the Hong Kong Council of Social Services.

AWARD ASSOCIATED WITH IBM:

Impact Best of Show Award - Cross View, Inc.

The Impact Best of Show Award recognizes Cross View, one of the IBM sponsors of the Impact conference, for the solution that best

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demonstrates the unique power of using IBM SOA and WebSphere components to solve customer business challenges.

SOA Cost Optimization Award - Miracle Software Systems, Inc.

The SOA Cost Optimization Award recognizes Miracle Software Systems, Inc. and its web methods to WebSphere Message Broker and WebSphere Process Server migration solution for exploiting IBM SOA and WebSphere and providing a proven solution that helps customers achieve cost optimization, agility, and increased ROI (Return on investment).

Business Process Management Award - Ascendant Technology

The Business Process Management Award recognizes Ascendant Technology for its “Invoice Workflow” for Accounts Payables as the most exceptional solution in helping customers to improve their efficiency, elasticity, and control of their key business processes across the enterprise.

Green Partner Award - Enterprise Information Management

The Green Partner Award recognizes Enterprise Information Management (EIM) for its GreenCert solution for excellence in helping businesses through use talent, natural resources, and technology in smarter ways. IBM's GreenCert play an important role in helping address business challenges, including rising energy costs, regulatory mandates, and customer demand for eco-friendly products. GreenCert measures the reduction in greenhouse gases an energy company realizes when it takes steps to reduce emissions.

Distributor Excellence Award

The Distributor Excellence Award recognizes Tech Data Azlan as a high value-add distributor who is leading the charge in building their Business Partners' ability to leverage IBM SOA and WebSphere software capabilities in creative, leading edge, and exciting way.

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2.4 ORGANIZATIONAL STRUCTURE IN IBM

Projectized Organization

Any organizational structure in which the project manager has full authority to assign priorities, apply resources, and direct the work of persons assigned to the project.

A project organization is generally a temporary thing. It will only exist from the projects start until its end. All the project team members are coming from different organizations of part of the organization. They will all have a temporary assignment to the project. So, they have not only a project manager, but also their 'normal' boss, who orders him around when the employee is not in the project. These 'normal bosses' are an important group of stakeholders.

The projectized organization should be a result from the project strategy; it should be constructed in such a way that the strategy can be implemented within the environment of the project. A very obvious example: if the strategy contains an aspect of having independent reviews, the organization should support its independence, by creating a separate working group with no ties to the other team members.

The project team that does the work should be as small as possible. Small is beautiful, and effective. Don't start inviting everyone to the organization. Only people who have an added value and will spend a significant amount of time to the project can be in the core organization. Try to avoid going overboard on working groups. Working groups can drown a project in communication overhead. If there should be that much discussion anyway, postpone the project and first make up the minds.

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Next to the people who do the work, are the people that have some influence on it, but do nothing; a large part of the stakeholders. The project organization can be used to satisfy some wishes of stakeholders to create the much needed win-win situations. In its most simple form, you can create a project trashcan where you put in the people who just want to be involved in the project (to save their territory), but which you have no use for.

Current members of the board of directors of IBM are:

Cathleen Black – President, Hearst Magazines William R. Brody – President, Johns Hopkins University Kenneth Chenault – Chairman and CEO, American Express Company Juergen Dormann – Chairman of the Board, ABB Ltd Ayan Barua – CEO, PICSimon Shum Siu-hung – CEO, Lenovo Computer Ltd. Michael L. Eskew – former Chairman and CEO, United Parcel Service, Inc. Shirley Ann Jackson – President, Rensselaer Polytechnic Institute Minoru Makihara – Senior Corporate Advisor and former Chairman, Mitsubishi

Corporation Ria Leslie Sanchez – Junior Director International Programming Operations

and External Affairs, IBM James W. Owens – Chairman and CEO, Caterpillar Inc. Samuel J. Palmisano – Chairman, President and CEO, IBM Joan Spero – President, Doris Duke Charitable Foundation Sidney Taurel – Chairman, Eli Lilly and Company Lorenzo Zambrano – Chairman and CEO, Cemex SAB de CV

IBM INDIA

The head of IBM India is called a country manager. These people have headed IBM India during its history in the country. * 1966 – 1976 – Alec Taylor * 1976 – 1978 – T Brian Finn * 1992 – 1994 – Michael Klein * 1994 – 1996 – John R. Whiting * 1996 – 1998 – Ravi Marwaha * 1998 – 2000 – Ranjit Limaye * 2001 – 2003 – Abraham Thomas, currently in IBM Singapore * 2003 – Present – Shanker Annaswamy, current Country-head. SOME OTHER INMPORTANT PERSONALITIES ARE: Shanker Annaswamy, Country Manager & South Asia Head Rajesh Nambiar, Vice President & GM, Global Delivery, IBM India Dave Seybold, Vice President and Partner Global Delivery, Consulting & Application Services, IBM Global Business Services India

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Arnab Saha, General Manager, Business Development, Global Delivery India

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MANAGEMENT PRACTICES

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3.1 IBM BUSINESS LINES

IBM manufactures and sells computer hardware and software (with a focus on the latter)

Offers infrastructure services: Helps identify problem areas and determines where further in-depth analysis is required. It also help to remediate and repair issues that have been identified, including those related to application infrastructure, services management and identity and access management.

Hosting services: IBM provides one of the most comprehensive application hosting services in the industry from basic support to global deployments. With IBM Application Hosting services, you can leverage the leading applications that can help reduce your time to market or boost customer satisfaction without the usual upfront infrastructure costs or the ongoing implementation and management headaches.

Consulting services:IBM business strategy consultants support clients in the translation of innovative and core competencies into real business value by formulating strategies, managing change, and realizing benefits. Working collaboratively with clients, we provide solutions to the business needs that your organization is confronted with, such as growing revenues, streamlining costs and linking strategy to execution.

Recently entered into an outsourcing business (customer services and technical support) a unit called IBM DAKSH is specially set up for the out sourcing business. Dealing in customer service, technical support, billing assistance etc.

Green sigma:IBM’s goal with the Green Sigma TM offering is to partner with clients to drive innovation, achieving economic benefits for the business and reducing impact to the environment. This focus on ways to develop processes to bring down the carbon intensity of products and processes and create a lean green business"

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3.2 HUMAN RESOURCE POLICY

The Human Resource (HR) policy must be able to deliver deliberate insights to business units, enabling the organization to more effectively source, evaluate and motivate employees in an increasingly turbulent business environment.

At the same time, HR needs to continue to provide administrative services that are reliable, cost-effective and responsive to the needs of business units around the globe. HR must perform both roles effectively to contribute to the long-term success of the organization.

This perspective shaped a series of discussions that took place in March 2006 with more than 25 senior HR executives from around the globe. Over four days, HR leaders from various industries, including utilities, financial services, retail and government - to name a few - engaged in a dialogue to share insights and best practices on a variety of topics. These included issues such as changing workforce demographics, the role of workforce analytics in developing strategic insights, and the structure and competencies of the HR policies of the future.

Across industries, changing business conditions, demographics and globalization have raised the need to understand and manage the dynamics of talent, from sourcing to resource management to recognition systems. To allow HR to focus on these more strategic issues, the next generation HR organization must promote the use of shared services and employee self-service to move away from its traditional role of answering questions and resolving disputes.

Further, the HR organization needs to work more effectively with other vendors in its extended enterprise, providing the tighter coordination that is needed to deliver administrative services. Finally, HR needs to look inward at its own talent model, to help ensure that its employees have the capabilities, skills and confidence to provide strategic guidance to the business.

The roundtable participants highlighted the clear need for the HR function to focus its limited time, energy and resources on four critical areas:• Understanding the impact of both globalization and changing workforce demographics on the supply of talent.• Determining the drivers of employee retention and developing strategies for retaining top performers.

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• Engaging with the corporate strategy process to determine the need for critical skills and capabilities• Balancing the supply and demand for talent on a dynamic basis within and across business units.

Implications for the next generation HR organization

For the HR organization to take on these new responsibilities, it must be able to shed some of its more routine tasks and restore its internal capability. Many organizations have moved to using outsourcing vendors to perform routine administrative tasks, while others have continued to retain these activities in a shared services environment.The key steps toward achieving this include:

• Getting out of the business of “answering questions, ”shifting to dealing with issues that are more strategic. Spend less time managing routine transactions and interactions that too often fill the days of HR professionals. Place the nexus of addressing administrative issues in one place. Track employee inquiries to determine whether HR policies and procedures are easy to understand and apply, and whether they need improvement. At the same time, increase the availability and use of employee and managerial self-service.

• Developing relationships across organizational boundaries: More and more, companies are looking to outsiders to take over administrative components of the HR function - particularly non-core tasks such as payroll and benefits administration, as well as employee service center management, recruiting, compensation administration and HR data management. It is increasingly important to view these companies as part of a larger extended enterprise.

• Building capability in the HR talent pool: Improve or acquire the skills needed for a greater strategic orientation in several ways: bringing in professionals from outside the company; attracting existing employees from outside the HR function to join the HR team; providing education to existing HR professionals; and fostering opportunities for outside development.To prosper in a new environment, HR professionals need a more strategic perspective on their services and capabilities. The window for evolving into a more strategic HR organization is now - miss it, and more than the power and prestige of the HR function will be at stake.

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3.3 MARKETING STRATEGY

Today’s marketplace involves substantial risk and full of surprises. We can consider a few recent twists and turns in marketing point of view: • Bricks and Clicks — not “simply clicks”: Despite an early lead by Internet pure plays with their plentiful brand awareness campaigns, brick-and-click enterprises now-a-days seem to have the major advantages.

• Private trumps public: Creative marketing tactics could not save the multitude of public interactions launched over the last few years. With the exception of a few, large industry stalwarts, enthusiasm surrounding public exchanges has now shifted to private models that enable true business value to be more readily achieved. • Inside turns out: Companies are discovering that internal assets, such as online employee training, can be turned into effective marketing tools. Business-model experimentation does not always produce expected results. In fact, to many executives, today’s marketing expenditures can feel more like wagers than investments.

Through IBM works with leading marketers across a variety of industries, IBM has honed in on five pragmatic tips that can help position a business for solid performance — even in turbulent times also.

Creation of Global Brand Blueprint

Many leaders establish a central framework for their brand — one that clearly communicates what elements should remain constant across geographies and what elements can vary in order to capitalize on local insights.

A blueprint should be “global” — not only in geographic terms, but also in marketing dimensions. It should address the entire marketing mix — from advertising to the Web presence. Example — a company’s website might vary in appearance, even functional area across different geographies.

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Architect Consistent Customer ExperienceAn experience is not simply about the quality of services

received during a business transaction, but also it is the overall feeling a consumer has after each encounter with a company. IBM has developed a methodology that can help the companies architect the exact type of emotional “imprint” they would like to leave with customers at each and every touch point. This “Experience Architecture” begins with a ornamentation — a easily understandable set of target emotional outcomes, marketing and operations into alignment and reinforce the brand blueprint.

Gain a Single View of the CustomerWhile providing the customer with a single, consistent view of

the enterprise is critical; enterprises must also develop an overall view of each customer. A consolidated view benefits both the customers and the business. IBM practices on some practical ways to achieve a unified picture of the customer:

o Look At The Details: Analyzes when, where and how customer data can be gathered.

o Establish Rules: Create a governance framework with the management policies and practices that encourage customer centricity.

o Build Common Ground: Set up consistent processes for customer relationship management across all sales and service organization.

o Take Leadership Seriously: A strong leader, who is accountable for all touch points, must be appointed. IBM has established an executive position — Chief Experience Officer, for this particular matter.

Insist On Robust IT InfrastructureMarketing in a complex business environment requires

sophisticated IT support. Marketers cannot go far without the right technology platform for implementing marketing initiatives. To position themselves and retaining their positions most flexibly, IBM is putting in place a hub-and-spoke architecture. This allows them to build a “spoke” whenever new application needs to be integrated with a “hub” — a preferable alternative to constructing point-to-point connections between the new application and all other systems.

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Partner In Innovative Ways

As businesses search for the right relationship to capitalize on future opportunities, IBM evaluates potential partners from several perspectives:

o Pick an appropriate mix of global and local partnerso Find a spot in someone else’s net value

As one of the world’s most recognized brands, IBM make out the constant challenges of being on the market frontline.

3.4 WORK CULTURE

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Employees are the essence of each and every organization. IBM has one of the largest professional workforces around the world. IBM is the one of the most admired company in the world, and is also retaining the position. It is possible only with the support of the quality of the leaders and managers. IBM brought the expertise of their people, a workforce that is responsive to market requirements, with the skills and expertise to deliver value to clients, is resilient to market forces and delivers strong leadership into the market.

There are mainly three-fold initiatives for the employees because ofWhich IBM is able to retain its position as one of the World’s topEmployer over the years:

Capability: Rigorous and ongoing career/skills development programs

Climate: A challenging, empowering work environment, with world-class infrastructure

Culture: Sensitive to a global workforce

The attributes that qualify these 3Cs are the Top Reasons that people come to work at IBM.

CAPABILITY – Molding Global Leaders and Fostering Employee Talent: To be a leading international company, it is important to develop an organization of global leaders and dynamic international employees. IBM is committed to the employee well-being and career growth. IBM offers a wide basket of career opportunities allowing employees to move to different jobs and career paths within the company. IBM offers employees international careers, offering immense scope for professional development and career growth, across technological and functional areas. IBM recognizes talent and offers global career growth opportunities beyond India with fast track options, offering a complete career advantage of working for an IT leader and visionary in the On Demand world. One of IBM’s key strategies and policies is to attract, motivate and retain the best talent in our industry, and develop them into global leaders. The company makes sure talented employees are recognized for their achievements and encourages them to seek fresh challenges and learn new skills through training and mentoring programs. Besides

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offering a myriad of technology avenues for employees to work on and innovate on newer ones, IBM offers employees several programs for employee development, to help IBMers become more effective in their jobs. Some of these initiatives include Mentoring, Study assistance plan, Leadership development, Individual Development Plan, and Certification & IBM Certified Professionals, and well-defined and comprehensive Training Programs. IBM’s investments in training prepare employees with the skills they need now and in the future. IBM earned the No 1 ranking in Training Magazine's "Training Top 100" list, an annual ranking of companies that understand, embrace and use training to achieve real business results, support corporate values and enhance the work lives of employees. IBM has ranked among the top five of the Training Top 100 since the magazine began issuing the awards in 2001.

CLIMATE: Flexibility At Work and Employee Wellness Programs: IBM believes in empowering employees as partners to success, offering a global work culture and best workplace amenities. At IBM, cubicles are out and mobile offices are in. Workforce flexibility is a competitive advantage for IBM. It helps make the Employer of Choice for new hires, and enables them to retain their top talent. Some of IBM’s workplace flexibility programs include individualized daily work schedule, Flexible Work Week, Regular Part-Time, Leave of Absence, and Remote/Mobile Work Options. IBM strives to make life more convenient for the employees so they can save their energy and be more productive at work. The idea is to ensure IBMers work better even when they are home, or on the move. Most mobile employees are provided with IBM laptops, which function like their office “cabinet,” containing all their files, presentation materials, and a whole extent of support services that they need to meet their clients’ and other requirements. Be it downloading files, checking and replying to mail, or linking to the electronic library, IBMers can dial into the IBM network, and get connected, through the nearest landline telephone.

CULTURE: Workforce Diversity: Diversity in IBM means welcoming all the people to the workplace regardless of factors unrelated to job performance. The mission of IBM’s Global Workforce Diversity is to guide in creating a business environment, which recognizes our individual differences as a competitive strength and a critical requirement for our success in the global market. This environment enhances the success of the employees, enhances the ability to satisfy their clients and advance IBM’s

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continued growth. IBM's definition of diversity includes all human characteristics that make us unique as individuals. It includes everyone and excludes no one. Race, gender, geographic origin, culture, lifestyle, age, disability, economic status, marital status, and religion are just some of the characteristics that define them as people. IBM has received numerous awards for workforce diversity. Recently, Jyotindra Mehta, an employee of IBM, was awarded the Helen Keller Award in 2004, by the National Center for Promotion of Employment of Disabled People.

CONCLUSION

We have studied the information on the various

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management practices and its’ structures followed by IBM and we have analyzed their working strategy, business lines, and their achievements and awards. By analyzing all these subjects, we can conclude that IBM will surely gain all it’s successes and achievements due to their well trained and maintaining management team, well prepared HR policies and the working environment for the employees.

REFERENCES

1. IBM OFFICIAL WEB SITELINKS: www. ibm .com/in/en/

http://www.ibm.com/technologyservices/in/en/

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2. WIKIPEDIA LINKS: http://en.wikipedia.org/wiki/IBM

3. THROUGH EMPLOYEE OF IBM:

Mr. Yatindra Singh (Technical Software Engineer, IBM, Bangalore) Mr. Abhimanyu Choudhary (Technical Software Engineer, IBM, Gurgaon)

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