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Formal statements that are prevalent „Ÿ Suggest what about the organization?

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Introduction

CISCO Hilda Ann Cutchember Anyanso Phillips Agwu-Okeke Jennifer Schroeder Josh Magdziarz Timothy Boles Thomas Antonucci ORG502 WERNER STEFFEN May 26, 2004 A very fine paper. You answered all the questions fully. Well written. Excellent references. CISCO Formal statements that are prevalent -? Suggest what about the organization? "Cisco Systems' vision is to change the way we work, live, play and learn. Our mission is to shape the future of the Internet in ways that empower individuals to participate fully in our vision. This powerful shared vision and mission is what we all have in common at Cisco. Equally compelling is the broad spectrum of unique skills, perspectives, values and behaviors that influence how we each like to work, live, play and learn. This is what defines Cisco's diversity" (Chambers, 2003). Cisco's culture drives the company to set high standards for corporate integrity and to give back by using Cisco's resources for a positive global impact. Strong, mutually beneficial relationships with partners, customers, shareholders, and the people who work for, with and near Cisco are essential to the business (Good opening statement) Workspace: The Organizational Culture Spare lines, bare walls, and sweeping curves are the non-ornaments of the CISCO workplace; these are cultural clich�s for futurism and modern thinking that have been used since the 1920's. Flat screen monitors are hung like paintings on the wall. More modern than the design proper is the CISCO Vice President Dave Rossetti's concept of the ideal office. ...read more.

Middle

One benefit most focused upon was telecommuting. The benefits most cited by telecommuters are qualitative--reclaimed commute time, flexible working hours, fewer interruptions, as well as more family time. The average telecommuters savings (not including tolls and parking) resulting from a reduced IRS-established mileage rate). Their wardrobe and dry-cleaning costs were reduced by 40%, and lunch and snack expenses were reduced by a factor of five. Employees are able to work in an environment that is designed to meet their individual needs and style. Better relationships with spouses and children, improved personal morale and fewer sick days are cited by more than 80% of individuals who work some of their time at home. Stories, legends and myths The history of a company often tells a story that epitomizes the very nature of the company. CISCO Systems Inc. has such a story that shows the CEO's concern for his employees. During 2002, John Chambers was CEO of CISCO SYSTEMS INC. When he learned that a CISCO employee needed a surgical procedure that only three doctors in the country could perform, he called and made the arrangements himself. (Hooper, 2002) This shows how culturally this company is like one big family. Organizational activities ?- Organizational Reactions to Critical Incidents CISCO's leaders measure and control many organizational activities, processes, and outcomes. An important facet of CISCO's business is the intertwined relationships between quality control, inventory, planning, and ordering. ...read more.

Conclusion

However, this new structure will allow CISCO's technology differentiation to be at the forefront of messaging and competitive positioning. This change will lead to more efficiency in CISCO's time-to-market with products, better use of engineering resources, and deliver a stronger competitive position overall. Organizational goals and associated criteria CISCO Systems is one of the most innovative companies in the high-technology industry.(Doyle, 2004) They hire talented people who can continue CISCO's global leadership, delivering networking products and solutions that help customers achieve their business goals. Employers who invest in certifications experience a quick return on their training and certification investment. Investing in their skills brings improved employee morale, confidence, and productivity, while increasing the CISCO bottom line. To be part of the team an individual must be willing to accept a lot and part with nearly as much. Travel, for example, is intense. Team members say they rarely get by on anything less than 60-hour work weeks, and that doesn't include time in the air, which is significant when considering they frequently huddle together all over the world for team meetings. Often, there are requisite get-togethers that are not considered part of the job, but merely adjuncts to it. That would include the weekend that members of Mounford's team spent skiing in Chamonix, France, where he maintains a ski chalet. Then there are the rigors of the job, which can be intense. They're compounded by the competitiveness of the individual team members. ...read more.

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