Evolve the workplace.

Happy people work better. Beyond basic productivity, theyre more inspired, engaged and warmed up
for the exercise of innovation. At Dell, were committed to doing what we can to improve the work
experience for all our team members. And one of the best ways weve found to do this is providing
flexible work solutions.
Expanding the office universe.
In the technology sector, we know exactly how fast the world changes. To stay ahead, weve learned to
be quick and adaptive to keep our business growing strong. Right now, were rethinking the traditional
office model and working with our team members to find the best possible evolution. We offer several
Connected Workplace opportunities for team members to maximize their potential:

Mobile (telework)

Remote work

Flextime

Part time

Job sharing

Compressed work week

Custom solutions
One big positive result derived from our Connected Workplace initiative is a reduction in carbon
emissions, which fits right in with our commitment to environmental responsibility. Less people
commuting means less cars on the road, and little by little, a ton of carbon here and a ton of carbon
there, these changes make a big impact.

Where we work and play.

Dell has dozens of offices all across the globe. Each of our locations is united by our common business
culture, with an emphasis on preserving and sharing the rich diversity of the region. Wherever you go in
the world of Dell, youll find innovative, focused team members working together to achieve great
things, and sharing the smiles and satisfaction of a job well done.

Vision. Drive. Stamina. That's where we started.

For nearly three decades, Dell has been on an incredible journey, experiencing positive growth on a
global scale. Through it all, it's our people customers, business partners and team members who
keep us moving through the rapidly evolving world of technology.
Key moments in our history.

Our company history is full of interesting developments. And we couldn't help but pick out a few of our
favorite milestones to share:

1984 At the age of 19, Michael Dell found PC's Limited with $1,000 and a game-changing

vision for the technology industry.

1988 We complete our initial public offering, raising $30 million and increasing market

capitalization from $1,000 to $85 million.

1992 Dell debuts on the Fortune 500, making Michael Dell the youngest CEO on the list.

1996 Dell.com launches, generating $1 million in sales per day just six months after site is
live.

2001 Dell becomes the No. 1 computer systems provider worldwide.

2005 Dell tops the list of "America's Most Admired Companies" in Fortune magazine.

2010 Dell is ranked the No. 1 healthcare information technology services provider in the

world according to Gartner, Inc.

2013 Michael Dell and private equity firm Silver Lake Partners buy back Dell from public
shareholders to accelerate our solutions strategy and to focus on the innovations and long-term
investments with the most customer value.

Dell's Poisonous Culture

Is Sinking Its Ship -- and
Raises Questions for
Potential Buyers
Comment Now
Follow Comments

This article is by Stephen R.

Satterwhite, the chairman and chief executive of
Entelligence IT, a data storage consulting company.
It is excerpted from his forthcoming book.
They say the two best days of owning a boat are the
day you buy it and the day you sell it. I felt that way
when I owned a boat, and I also felt that way about
having Dell as a client. Heres what I mean.
In the spring of 2002, things were looking bleak for
our small IT services company. We needed a lifeline if
we were going to survive. But we got lucky. It was a
simple case of being in the right place at the right time.

That place happened to be in middle of the sea of

cubicles on the second floor of Building 2 on the Dell
campus in Texas. I was there for a sales meeting that
one of our account managers set up for the two of us.
Dell was looking for information technology services
partners to design, deploy, and configure their
enterprise storage systems. We wanted to be one of
those partners.
The Dell manager told us they had a be-back
problem. Be-back was his term for an IT project
failure, escalation, or revisit, as in, Hey IT consultant.
The work you did today wasnt correct, and the
systems arent working. So, I need you to be back
tomorrow and fix it.
They told us they expected us to do three things in
order to win the business. First, we had to be the
lowest-cost provider or we didnt have a shot. Second,
we had to deliver the best customer service, a 10 out of
10. Third, we could never ever make a mistake, a beback, or wed be gone.
Now, I learned in business school and being an
entrepreneur that most companies are good at only
one or two of those things. Not all three. But we
needed the business and we had to figure out how to
do all three at once.
Like most entrepreneurs, I have always been a blind
optimist. So I said, No problem. We can do this.
And, just like the first day I owned my boat, the day we
won the contract was a great day for our company. We

celebrated and then set out to build the business, build

our relationship with Dell, and build the talented team
to pull it all off.
We pulled it off with flying colors. In fact, over the
next few years our customer satisfaction scores were
consistently off the charts. We figured out how to
deliver services at a very low cost, and we hardly ever
made a mistake. When we did, we fixed it.
Yes, Dell demanded a lot from us and its other
partners. But we did well under that pressure and in
fact thrived. We devised and implemented systems
that we still use today to build and maintain flawless
customer relationships with no be-backs or
complaints. As a result, we built a fairly large business
for ourselves at Dell. We did so well that in 2005 we
were named Dell supplier of the year and handed a big
trophy by the CEO. For that I am grateful.
But then, after a few years, something changed. One of
the groups we worked with had a management change.
It brought in two young managers who didnt know
much about IT services but knew a lot about the Dell
low-cost model. And almost immediately, the culture
altered for the worse.
No longer were we collaborating with our customer.
Instead, it became a one-way, heavy-handed culture of
fear and intimidation. The mantra was cut, cut, cut,
and then cut some more. But you cant cut your way to
success. They didnt know that then. Maybe that is
part of their woes now.

Worst of all was the way they treated our people,

which really got to me and my business partner. One
day, we had had enough. As I sat in one of those
quarterly business reviews and watched and listened
to the way the Dell team treated my team, I realized I
had had my fill.
In our company, we have an employees-come-first
culture. We believe that before we can deliver great
customer service for you, we first have to deliver great
employee service for our team. Thats not just
something that sounds good. Its who we are.
When a customer treats our people poorly, as
happened with Dell, were no longer meeting that
commitment to our employees. Were out of sync with
the value system. And so we started to lose some really
great people who no longer wanted to work on the Dell
account.
Over time, we realized that that culture at Dell was
more systemic than just a handful of managers. In
fact, I once got an email from a friendly Dell executive
warning me that they had run off a lot of other
partners like us. He said to be careful. We took that
seriously and started to wake up.
We saw that it wasnt just how they treated their
partners. They treated one another the same way. Dell
insiders say that in the annual employee survey, over
half of the employees say they would leave for greener
pastures if given the chance.

That means that over half of the workforce is most

likely not engaged. Perhaps theyve already quit the
company, but theyre still there drawing a paycheck.
This culture proved to be pervasive in every group we
worked with at Dell. And it didnt look like it was going
to get better, no matter how well we performed.
And so, we made the hard decision to fire what had
become our biggest customer. We decided to walk
away from millions of dollars a year in revenue.
I called a staff meeting for first thing in the morning.
Everybody showed up. I said, in essence, Were firing
Dell. We are no longer culturally aligned.
And, just like on the second best day of owning my
boat, I felt relieved. To my surprise, there were no
gasps. There was no hand-wringing or despair. In fact
I looked around the room and I saw a few faint smiles.
Then one of our managers said to me, Well, if you
look around this table, no one here is going to shed a
tear about that. So, whats next boss?
Now, if all this seems like sour grapes, its not. Its
more a reflection of my own naivet and then growth
as an entrepreneur. For years I was blinded by the
revenue and the so-called prestige that came with
doing business at Dell. It kept me from making the
right decisions for my people and our company.
Theres another adage that says, When one door is
closed, another one is opened, We were able to take

what we learned from Dell and parlay it into a thriving

and profitable business with customers that we were
more culturally aligned with.
Now today Im reading that the big ship that used to
rule the low cost PC world is being taken private. And
Im reading about the potential bidding war for Dell
between Silver Lake Partners, Blackstone Group,
and Carl Icahn.
I started thinking a lot about what this means to the
company, its employees and customers, and the IT
industry as a whole. Maybe there are some hard
questions that these potential suitors should be asking.
For example, some have argued all along that the lowcost model that Dell cut its teeth on is not sustainable,
that sooner or later someone always figures out how to
match or even beat your costs. And thats what
happened to Dell. Without a significant cost
advantage, the company appears to have become just
another player in a highly competitive and highly
commoditized IT market. And when companies
compete in that type of environment, only the ones
that deliver great customer service eventually win.
But we also know that great service all starts with how
you treat your employees and your business partners.
Thats where I believe Dell will continue to struggle,
unless whoever winds up owning and running the
company changes it.
If I were a current Dell board member or one of the
groups now engaged in a bidding war for the company,
Id ask some hard questions about the company

culture. How will it change once the dust has cleared?

How will we treat our employees and partners? What
can we do to improve employee engagement?
After all, new ownership with the same culture is like
putting lipstick on a pig.
I hope that whatever happens with Dell, they start
working on their culture first. I still have a lot of
friends and colleagues there who I care about. And we
lost a lot of great people on the Dell team who I wish
were still here.
They deserved better

Organizational Behavior within Dell Its Culture and Structure

There are many aspects of organizations in today's business world. Each
institution put all its efforts to obtain the maximum market share, profits and
competitive advantages in the market. Organizations have a variety of
structure, which work according to their needs. These structures collectively
contribute to the success of these organizations through effective
management and behavior. Organizational Behavior is the study of popular
business students these days', and managers, and experts related to the
organizational structure and study the behavior of systems behavior and
behaviors relevant to any organization to find the best strategies for achieving
progress in the future of business and economies. This investigation will see
many aspects related to these behaviors, culture and structures of
organizations.
2 Dell introduction

Dell is the most innovative company in the computer industry that a successful
global networking. In this study, we will find how Dell is the implementation of
different strategies for the development of a competitive environment within
the company and the structure of some kind with a certain behavior has. Dell
is an American multinational company of technology development, and sells
and supports computers also associated with some of the products and
services. Michael Dell founded Dell in 1984; The company occupies a place
as one of the largest computer related. Has 96 000 staff in all parts of the
world between the majority in the United States. In 2009, a company that sells
personal computers, servers, data storage devices, switches of the network,
some programs, as well as computer accessories. Dell now sells and highdefinition television, camera, printer and MP three players and electronic,
which are built by other manufacturers. The company is known for innovation
in supply management and electronic commerce.
In May 2010 and developed by Fortune magazine as the Dell, the largest 38
in the United States and large corporations 5 Texas. It is also the second
largest non-oil. Michael Dell to start selling directly to customers, and
computers, Ltd. is trying to understand the needs of clients. It was Michael
Dell dropped out of school to keep his chickens the family; also received $
300,000 for expansion of his family. In 1985 the company successfully
produced their own computers with their first design they called the "Turbo
PC", which was sold in the United States $ 795. Computers began limited
advertising regulations in national magazines for computers, which sell

directly to consumers and all of the above the allocation of assembly.

Companies are growing more than 73 million dollars for the first year.
In 1988, the company has to change its name to Dell Computer Corporation it
would also begin to expand in the world. June 1988 Dell has grown from $ 30
million to $ 80 million. In 1992, Fortune magazine put Dell Computer
Corporation's largest 500 companies in the world also announced Michael
Dell, chief executive of a smaller company than any Fortune 500 company. Of
1996, Dell began selling computers from its website in 2002, Dell expanded
product line of computers to TVs, printers and digital audio players, and
portable devices. Lackluster performance, however, in the field of low-end
computer prompted Michael Dell to take over as CEO again. Founder and
announced a campaign to change the so-called "Dell 2.0," reducing the
number of staff and diversifying the company's products. The company
obtained the logic of equality in January 2008 to gain a foothold in the market
for ISCSI storage. Because Dell already effective manufacturing process, and
the integration of equality and logic products in the company in the prices of
manufacturing industries to the bottom. In 2009 Peru got Dell systems
technology and outsourcing services company founded by H. Ross Perot.

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In September 2009, Dell announced its intention to Peru to get the systems
(based in Plano, Texas) in a deal at $ 3.9 billion reported. Brought Peru
applications systems development and systems integration, and strategic
consulting services through its operations in the United States and 10 other
countries. In addition, it provided a variety of services business process
outsourcing, including claims processing and call center operations. In August
16, 2010, Dell announced its intention to obtain the data storage company
3PAR. On September 2, 2010 the company introduced the Hewlett-Packard $
33 per share, which Dell refused to match.
In this study, we will see the organizational culture and behavior of Dell. Our
products and services include the following: Servers
Storage
Printing and imaging systems
Workstations
Laptops
Desktop Computers
Networking products
Software and peripheral products
Managed Services
Professional Services
Deployment Services
Dell Support Services
Training and certification services

3 Organizational Structures

Organizational structure is defined as "the concept of hierarchical

subordination of the entities that cooperate and contribute in the service of a
common goal?" I like this definition for several reasons. One is that it is easy
to understand and to the point, contrary to the definitions of long ago where
during the reading, one forgets the preceding sentence after the transition to
the next. The other is that it defines the organizational structure in the form of
term spoke harshly to him. Because out of all the requirements for the
management and talismans and the organizational structure is just really - a
hierarchical structure that puts the position of each employee in the
organization.
Organizational structures and thus the total of all material and legal aspects
concerning the composition and work of the organization.
While the organizational structure there is still a very old concept, and over the
years that have passed to keep pace with the evolution of business models
today. The new models also continued to work in crop cultivation, and
management processes necessary to keep pace so that the organization can
extract the best of its structure. And organizational structures can be divided
into the line before and after the bureaucratic red tape. And organizational
structures based on the more industrial of the oldest kingdoms on the line in
terms of leadership and communication, not only in one direction, from a
higher level of authority to the lower level. Lower levels also ordered to obey
and not expected to give any feedback. The latest structures that have
emerged in the 1970s, and encourage two-way communication, and
consideration of proposals to allow lower levels.
The first period of the organizational structure during the mid-1800s, which
was dominant until the 1970s. In this era, the one organization that was
perfect in itself. The presence of clear boundaries between the organization,
suppliers and customers. The next input at the gate of the institution, and the
final product turned on or any service he was leaving the organization. Were
provided with everything to process internally.
4 Types

Types of organizational structures mean that the institution is designed

organizational structure of the business sector. The basis of the organizational
structure can be either functions or to the people. Let's look at them one by
one.

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4.1 Functional structure

In the functional organization is divided on the basis of tasks performed by

them, and this division is in departments such as production, sales and
marketing, and management of human resources, accounts, and so forth in
each of the departments of art, and the staff implement a range of similar
tasks. There is a new structure within each section. For example, a model for
marketing management.
4.2 People structure

There is structure to divide the people responsible for the divisions for different
products. As the description suggests, this structure will be used by those

companies that produce more than one product. For example, you can split
the company car to the Division for small cars, and the Division of SUV and
truck division, etc.
4.3 Matrix structure

It is quite clear that in very large enterprises that would not be possible to just
be one of the two structures. Large institutions, which have a large number of
people needed to work the different structure, which is a combination of all
structures and functional and the people or the division is based on both in a
timely manner. This structure is called a matrix. In the structure of the matrix,
and is divided into sections: the first is the organization and then to the
departments. Being big companies Dell, this matrix or mixed culture and
structures.
The best organizations in the world today are outside the formal
organizational structures and trying to form structures minimums. Although
very few of today's enterprises have successfully implemented the idea of
implementing agencies, and large companies are very simple, it may be an
organization where no one is indispensable. And encourages everyone to
cross the lines and the official working in other departments of the company
that the "Employee destruction."
Matrix organizational structure that combines two types of organizational
structures is a unique combination of structure and people-oriented or purely
to serve the people to create a unique combination of the work environment.
This organizational structure and design is most useful for appointments when
you are working in projects that, in this and professionals working with troops
from several distinct, and will be contracted to perform tasks. For example, the
matrix organizational structure employed many engineers to perform a similar
function in the compilation of their experiences. That is, one where the
company produces two kinds of products with the same team of professionals.
Each institution must be done to structure functions in the company correctly.
The system aims to achieve in a world of chaos and give the structure and
organizational culture so that it becomes possible to effective performance.
Organizational structure means that the organization need any kind of
hierarchy so that there is an appropriate division of duties and responsibilities
of different units can work in harmony at work in order to reach the ultimate
goal. This is the need for which was responsible for the formation of several
types of organizational structure in the companies. In the following article,
however, we must focus on one type of structure and this is the structure of

the matrix. If there was any confusion than ever in this issue, read the
following article to learn more about the organizational structure and a matrix
of what it involves.

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Usually, this structure has two or more employers and workers on the project
to submit a report to each and every one of them. Therefore in the matrix
organizational structure, and the exchange of information becomes mandatory
for the implementation of effective and smooth. Each will have the project
manager and project from different teams, and is expected to provide him with
work. This in turn reports directly to the head of the organization or authority,
such as the President proposed Vice-Chairman. There is also a functional
management (chaired by Director of the Department) is responsible for
maintaining the technical functions of the organization by making sure to

maintain a sound and technical progress and excellence through leadership

skills and organizational work.
4.3.1 Advantages

Because of the unique composition of this structure, there are many

advantages to be seen. Here are some of them:
Dell has a dedicated team is selected on the basis of the merits of their work
and the tasks they undertake.
Dell needs of the project to build a standard for the recruitment of
professionals. Allowing more opportunities for success.
The appointment of key people since part of one team are also working
within the framework of the other teams, the question of cost-effective
because it is less than the cost of the project keep its importance in the Dell
corporate culture.
Where the structure is not balanced that there will be a proper balance
between time, cost and performance in the Dell.
And are thus in conflict resolution Del less likely to occur, and even if they
do, because they are easily setup hierarchy.
Project Manager at Dell is solely responsible for ensuring that the project is
completed on time and within budget. Therefore, other than the obvious
problems that do not arise, and there is less chance of external factors that
affect the project.
There is a greater chance of success of the company because a lot of
thinking about the various forces working on the project, and thus the
pressure on energy and problem-solving capabilities become stronger.
4.3.2 Defects

Although there are benefits matrix organizational structure, and there are
some disadvantages that one should be aware of as well. Here are some of
them:

 There can be a lot of confusion and conflict if there is ambiguity about factors
such as the sharing of resources by teams or team, working in two or more at
Dell.
You can increase the cost if there was a lot of contract project manager for
the job for Dell.
Since the key performance in Dil goes this is that there is a lot of power and
independence of the decision and the development of team members or even
the project manager, then there is access to the delay in the completion of the
project.
5 Organizational culture

To make good on our understanding of organizational culture, and we need to

know what is culture? Culture is essentially a set of values and customs that
were adopted by the people who live anywhere in the world. If we apply this
definition of culture with the word 'organization' unprecedented, we are
referring to the fundamental principles and values of the organization that is
fixed and applies to all staff, without any bias or favoritism. It is the foundation
of public and private behaviors and reactions of people in all of this work in the
organization.

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Organizational culture is not tangible. It can be best understood through the
study of behavior and attitudes, values and belief system of employees. It
distinguishes colors our perception of the business entity. Any employee to be
effective regardless of how efficient if it is unable to adapt himself to the work
culture. Organizations with a focus on culture, since the growth and success
depends on the type of culture prevailing in the company.Does do not feel
threatened by staff members or dear, is there a desire to work, grow, and they
do not want to evolve as a group or go their separate ways? Companies such
as Dell, organizational culture is rich with some of the innovations of traditional
management systems.
5.1 Understanding organizational culture

I do not feel concerned staff as far as securing their jobs? Management is a

hard taskmaster? Can answer these questions will help appreciate the culture
of the organization. Some organizations encourage employees to start at the
base and work towards the top. These organizations are characterized by the
presence of a large number of staff who have been with the company for
many years. Seniority in these organizations play a very important role and
are guaranteed to a certain degree of job security. A culture that promotes
work and grow together in some business organizations family.In people for a
short period of time before quitting for good. And consideration for managers
and hard taskmasters. It is expected that the staff to adhere to strict deadlines.
"All work and no play" is the culture of these organizations. Of course also
limited the interaction between the staff. May not be a place of work and very
friendly or comfortable. There may be intense competition and the people in
an attempt to provide the best. Moreover, people may burn out due to stress.
People's expectations of the organization also reflect the organizational
culture.

Dell claims and the innovative culture within the main features is the
cooperation and ambition. Commitment to unique solutions. It is the base of
this culture on merit,
They say all professional functions here as an essential part of the team and
succeeded by meeting measurable objectives.
Direct relations
Empowerment
Spirit Dell
Tell Dell
5.2 Types of organization culture

There are the following types of organizational culture in today's business

environment.
5.2.1 Standard Culture

Standard in the organization, and emphasizes the implementation of

regulatory actions in the right way, in accordance with specific standards and
rules. This is the kind of culture for the film, a high level of business ethics.
Dell sets standards but does not make from fear horibl for staff to get a job in
the nervous system.
5.2.2 Pragmatic culture

In contrast to standard cultures, the focus is on meeting the desire of its

customers. In this type of organizational structure, no rules are set by the
company, and is given the utmost importance to the needs of the client. Dell is
more inclined towards the customers, and can be named as pragmatic.
5.2.3 Academy Culture

In this type of culture, highly skilled workers, and the Organization provides an
environment to develop and hone the skills of staff. Examples of this kind of
culture, in contrast to hospitals, universities and big companies Dell do not
always follow this, but still has a good learning environment where employees
tend to stay with the organization, and grow within it.

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5.2.4 Culture Club

Employees usually stay with the organization for a long time for an upgrade to
a senior position or level. These staff in terms of access, it is necessary to
have the specific skills needed and desired by the organization. Examples of
this type of regulation and corporate law, military, and Dell do not follow this
type.
5.2.6 Castle culture

Staff are not sure whether he will be laid off or not by the organization. In
many cases, this organization is subject to tremendous changes. Some

examples of this type of culture, and loans, savings, and the big auto
companies, Dell does not come in this culture.
5.2.7 Work hard / play hard

This type of regulation does not involve a lot of risks, and organizations
originally composed by well-established with the client side to a strong
relationship. And selected the most from this type of culture by large
organizations that customer service is strong. The organization has been
equipped with this type of culture with specialized jargons and qualified with
several meetings the group. This is where Dell focuses more they try to get
such a culture where there is competition halthy and learning for employees.
5.2.8 Process of culture

This kind of culture does not include the feedback process. In this type of
culture, and organization are very cautious about the maintenance of law and
commitment to prefer that. This culture provides the consistency of the
organization and good for public services.
5.3 Changing work culture

One of the most difficult tasks to be done in the organization, is to change the
work culture. Change in organizational culture requires the presence of the
Organization to make modifications to its policies, business ethics and
management system. It needs to start right from the base functions, which
include support functions, and production processes and the floor, which
ultimately affect the total production of the organization. It requires a
comprehensive reform of the entire system, and preferably not many
organizations as a single long and boring, which requires patience and
endurance.
6 Organizational Behavior

Organizational behavior is the sum of personality and cognition, attitudes and

job satisfaction, group dynamics, politics, and the role of leadership in the
design and organization of work, and the effect of pressure on the work and
decision-making processes, and a series of communications company,
cultures and climates.
They use a variety of techniques and methods to assess each of these
elements and their impact on individuals and groups, and organizational

efficiency and effectiveness. "Science and behavior," said Gibson and others
(Gibson, et al, 1994) "We have provided the framework and basic principles of
the field of organizational behavior every discipline Behavioral Sciences
provides a different focus for a bit, and analytical framework, and. Topics to
help managers to answer questions about themselves, and the staff is
administrative, and environmental forces. "
With regard to individuals and groups, and researchers in an attempt to
determine why people behave the way they do.
They have developed a variety of models designed to explain the behavior of
individuals. They investigate the factors that affect the personal development,
including genetic factors, and situational and environmental development,
cultural and social. Researchers also examine various personality types and
their impact on business organizations and others. One of the main tools used
by researchers in organizational behavior in these and other areas of this
study is the study of job satisfaction. And the use of these tools not only to
measure job satisfaction in specific areas such as wages, benefits and
promotional opportunities, and working conditions, but also to measure the
behavior patterns of individual and collective impact of corporate culture, both
positively and negatively.

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6.1 Organizational behavior and corporate culture

The terms "corporate culture" and "organizational behavior" are sometimes

used interchangeably, but in reality, there are differences between the two
countries. Corporate culture includes shared values, attitudes, customs and
beliefs and other characteristics that determine the operational philosophy of
the institution. Organizational behavior at the same time, it can be the Understood in some ways and academic study of corporate culture and its various
elements, as well as other important elements of behavior such as
organizational structure and processes of the organization. Said Gibson,
organizational behavior, Ivancevich, and Donnelly (Gibson, et al, 1994), is the
"field of study, which relies on methods and theories and principles from
various disciplines to find out perceptions of individual values and the ability to
learn, and procedures while working in groups and in-house total, and analyze
the impact of external of the environment on the organization and human
resources, missions, objectives, and strategies for effective managers ... you
know what you're looking for in terms of structure, process and culture, and
how it was to find the position of the agent, managers must therefore develop
diagnostic skills, and must be trained to determine the circumstances of the
symptoms of the problem require further attention include indicators of the
problem of low profits low quantity or quality of work, and increases in the
absence or delay, and negative attitudes of staff members each of these
problems is the organizational issue.
Organizational studies, and also pointed to organizational behavior and,
organizational theory, and include a systematic study and application of
accurate knowledge of how people work within organizations. Dell and unique
culture in which companies, and adopt the best suitable strategy to get
maximum output and shipping culture of health leading to a high-performance
behaviors that contribute to its success and where the employee is
responsible with a sense of their property. Although cultural change yields
tangible results only with the passage of time, Dell was able to keep track of

some immediate improvements and meaningful, as specified in the quarterly

evaluation studies told Dell. Management says employees are more likely to
support their efforts to achieve a better balance between work and life.
Workers also see more clearly the relationship between their functions and
objectives of the Dell company. Given an offer compared to the percentage of
people who stay in other places Dell rose, despite the fact that 57 percent, it is
still as high as does the administration want.
Dell may change its culture in any form of basic shapes? Maybe not. But he
was clearly harnessed those positive aspects of the culture that allowed her to
come quickly so far.
20, Dell still feels like a "coherent company to start," says Dell. But it will not
be too much to admire and relish the company's strength and achievements.
"Let's get better. I? M 38 years old now. I want to look back in 40 years and be
proud."
6.2 Systems framework

In the framework of the system is also essential that organizational theory,

organizations and processes complex dynamic goal-oriented. And Kurt Lewin
was particularly influential in developing countries within the perspective of the
theory of regulatory systems and the term "systems of ideology", from the
disappointment of ethical conduct, which has become an obstacle to
sustainable work in psychology. (Ash, 2008) and the perspective of complexity
theory to organizations other systems and point of view of organizations.

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Systems approach to organizations relies heavily on achieving negative
entropy through openness and feedback. Disciplinary look at the illegal and
integrated. In other words, it is behind the views of the individual disciplines,
and integration on the basis of "code" in common, or more precisely, on the
basis of official bodies provided by systems theory. Systems approach gives
priority to the mutual, and not to elements of the system. Some of these
relations, the dynamic characteristics of a new system for emerge.In recent
years, systems thinking has been developed to provide techniques to study
ways to complete the comprehensive traditional reductionist methods. In this
more recent tradition, systems theory is considered in organizational studies
by some of humanity along the natural sciences.
6.3 Theories and Model

Decision making
Mintzberg on management positions
Rational model of decision-making
Scientific Management
Garbage can model
6.4 Motivation in organizations

Motive forces, internal or external to the person who raises the enthusiasm
and the resistance to follow a specific course of action. According to Baron et
al. (2008): "Although the motivation is the concept of a broad and complex,
and scientists regulatory and agreed to the fundamental characteristics of the

social sciences draw different, as we know the motive set of processes that
lead to direct and maintain human behavior towards some goal,"
There are many different theories of motivation such as Dell as they try to
apply the best according to the situation, because Dell is also famous for the
adoption of a quick way of learning:
* Attribution theory
* Theory of Justice
* Maslow's hierarchy of needs
* Incentives theory (Psychology)
* Model to work in organizations, and emotional
* Theory Frederick Herzberg two factor
* Expectancy Theory
* Organizational culture and behavior
6.5 Organizational cultures and behavior co-relation

One of the most common terms in these days in the management of

organizational culture and behavior. In organizational culture, although there
are differences in meaning and significance of them on the management of
people is very clear. It is mainly related to all these circumstances that require
understanding on Organizational Psychology staff, and there are many tools
that can be effective for use by the Department in achieving efficiency and the
ability to increase the employment rate for workers in the organization.
Culture and organizational behavior associated with each other. These two
are interrelated, and affect all the roads other inter-changing. Linked to
organizational behavior to examine how employees act as individuals in their
organization. These are the key areas in human resources management.
Studies of organizational behavior on the behavior of individuals, which are
viewed by their organizations. It is about public and private conduct of workers
and the response that they made to certain motives. Also expects the
individual is important in group dynamics and the team that creates an
organizational culture. Managers need to understand their behavior and staff

to understand the reason behind their actions in a certain way so that they can
later improve it when needed to reduce errors in the work.
Over the years several theories have been proposed for organizational
behavior. These theories gave different models of organizational systems.
Organizational behavior, and says a shared vision and motivate employees
towards the organization's leadership success, and thus are developing an
organizational culture intact.

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6.6 Relations at workplace

Whether personal or professional, you must be one of building relationships in

the workplace. However, fishing is one of how to deal with these relationships

because they can lead to success, as well as the fall of the individual in his
career. The following are some aspects about the relations in the workplace
that one should consider linking with a colleague does not fall again.
It is true that the workplace is where you put it to use all the business acumen
and skills that we acquire through training and experience. However, we all
know that work is not just numbers and negotiations. Much more about
relationships - relationships with colleagues, with the Chairman, and other
staff, as well as with business partners. In addition to the relations in the
workplace that are based purely on a professional basis, and get emotionally
close to coworkers in the workplace is also common.
6.7 Maintaining relationships in the workplace

Dell has different strategies for the establishment of good relations between
employees in the workplace. However, it's not just the skills of workers that
determines success, but also how they behave and how that behavior is
controlled and the organization to get maximum results. Here are some ways
the extent that the del tags to monitor and regulate the conduct of the
employee inside to maintain a positive image in the workplace:
However, professional and friendly: Managers staff make sure that the
employee is at work in their offices. Clear to all that work comes first for them.
However, they are not far away in times of needs. This is a good way to build
relationships in the workplace and one who stands in a good position.
Professional boundaries: It may start a friendly at first but later in the person
can be a problem at work. As long as the problems of professional staff and
safe everything is okay for managers of Dell. However, they are careful of this
nature. They are used to give a clear signal to colleagues at work they Dodd.
They always maintain professional ethics. They make the right balance
between professional and personal aspects that are a mantra for success in
the workplace.
Avoid gossip: in the workplace communication Dell is desirable and
encouraged. However, very limited office gossip is as harmful to the
organization and its employees. Indulging in gossip is a waste of time, the
main thing. Even Dell managers maintain the system /
Confidence parameters: Although there are said to maintain a professional
relationship in the workplace, and everyone's needs for the exchange of ideas
that may not all be professional in nature. Each one has a friend in the

workplace so there is no problem in the workplace is a friendly Dell so he

encouraged more reason Dell is one of the friendly working environment in the
industry.
6.8 Impact of Technology

Dell is a global technology leader and has a good fame for modern
technology. Always adopt the new technology according to needs. Technology
has brought many changes in organizational structures, cultures and
behaviors. I have changed the relationship between man last time in the
workplace and among organizations because of technology and rapid
progress. Companies now have a quick decision and raid-making,
communication and implementation of the resolution. Has been changed
change management processes and departments now.

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7 Conclusion

Different organizational structures used by man since the creation of human

organizations. The right of the people who were hunters and the beginning of
military or tribal farmers have some behaviors such as the decision of one
man to lead the Pack and will make the distribution of daily functions of each
one in the team. Right from ancient times there was a pyramid scheme that is
being followed everywhere. Following the appointment and the definition of
tasks and people according to their capabilities and learning. Been set for
each person to be the lead role in delivery of the different responsibilities that
were required for some tasks. At the end there was a strong reporting system
structure, where he was under the responsibility of analysis and questions and
accountability, and there was a kind of performance evaluation. Community in
itself is a formal organizational structure that is selected. Now with the
advances in the field of business and human rights organizations also went to
the shift that has made all the organizational structures, cultures and
behaviors in new forms. Dell is always changing adopted in accordance with
needs. Other innovations such as Dell to make adjustments in its culture and
structure, and behavior to meet the needs to get the maximum from the
market.