ORGANIZATIONAL DEVELOPMENT - Alehegn, Derese
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Organization, leaders have tremendous power to shape the culture through a variety of means. At the most basic level, the example a leader sets will form the basis for much of the culture. The culture of the once mighty Digital Equipment Corporation (DEC) reflected the beliefs and attitudes of its founder, Ken Olsen. DEC was once the darling of the computer industry, an incredibly successful company during the 1960s, '70s, and into the '80s. It was, in many ways, the Microsoft of its day, the company that many believed would destroy IBM. Today it no longer exists. Olsen, an MIT-educated…mehr

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Produktbeschreibung
Organization, leaders have tremendous power to shape the culture through a variety of means. At the most basic level, the example a leader sets will form the basis for much of the culture. The culture of the once mighty Digital Equipment Corporation (DEC) reflected the beliefs and attitudes of its founder, Ken Olsen. DEC was once the darling of the computer industry, an incredibly successful company during the 1960s, '70s, and into the '80s. It was, in many ways, the Microsoft of its day, the company that many believed would destroy IBM. Today it no longer exists. Olsen, an MIT-educated engineer, believed that all ideas should be tested through argument and debate; if the idea couldn't be proved wrong, the developers had the right to go ahead with the idea and let the market decide. This approach served DEC very well in its early days. However, because Olsen never really believed in the PC, the culture at DEC was to not take the PC seriously.
Autorenporträt
Derese Simengew has an academic background BED, at Bahir Dar University, MA at Addis Ababa University, MBA at Admas University and now Ph.D scholar in Hawassa University in community Development with extensive teaching and research experience. A prolific writer, he has written 100 (one hundred books) and published more than 50 articles.