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Andrew Grove

Andrew Grove

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Published by: Arslan on Jan 11, 2011
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Andrew S. Grove
Andrew S. Grove was born in Budapest, Hungary in 1936. He graduated from the City College of New York in 1960 with a Bachelor of Chemical Engineering degree and received his Ph.D. fromthe University of California, Berkeley in 1963. Upon graduation, he joined the Research andDevelopment Laboratory of Fairchild Semiconductor and became Assistant Director of Researchand Development in 1967.In July 1968, Dr. Grove participated in the founding of Intel Corporation. In 1979 he was namedits President, and in 1987 he was named Chief Executive Officer. In May 1997 he was namedChairman and CEO, and in May 1998 he relinquished his CEO title. He stepped down asChairman in May 2005, and remains Senior Advisor.Grove is credited with having transformed Intel from a manufacturer of memory chips into oneof the world's dominant producers of microprocessors. During his tenure as CEO, Groveoversaw a 4,500% increase in Intel's market capitalization from $4 billion to $197 billion,making it, at the time, the world's most valuable company. He relinquished his CEO title in May1998 and remained chairman of the board until November 2004. Grove continues his work atIntel as a senior advisor.Dr. Grove has written over 40 technical papers and holds several patents on semiconductordevices and technology. He taught a graduate course in semiconductor device physics at theUniversity of California, Berkeley for six years. He currently is a lecturer at the StanfordUniversity Graduate School of Business, teaching a course entitled "Strategy and Action in theInformation Processing Industry".Dr. Grove has received an honorary Doctor of Science degree from the City College of New York(1985), an honorary Doctor of Engineering degree from Worcester Polytechnic Institute (1989)and an honorary Doctor of Laws degree from Harvard University (2000).His first book, Physics and Technology of Semiconductor Devices has been used at many leadinguniversities in the United States. His books on managing include High Output Management(1983), One-on-One With Andy Grove (1987), Only the Paranoid Survive (1996), and StrategicDynamics: Concepts and Cases, co-authored by Robert A. Burgelman, (2005). Hisautobiography, Swimming Across, was published in 2001. An author of articles in Fortune, TheWall Street Journal, and the New York Times, he has written a weekly column on managementwhich was carried by several newspapers, and a column on management for Working Womanmagazine.
 
Dr. Grove has been elected a Fellow of the IEEE and a member of the National Academy of Engineering. He is the recipient of the IEEE Engineering Leadership Recognition award (1987),and the AEA Medal of Achievement award (1993). In 1997 he received the "Technology Leaderof the Year" award from Industry Week, the "CEO of the Year" award from CEO magazine, andwas named "Man of the Year" award by Time magazine. In 1998 Dr. Grove was named"Distinguished Executive of the Year" by the Academy of Management, and received the IEEE2000 Medal of Honor award in 2000. In 2001 he was named as the recipient of the LifetimeAchievement Award from the Strategic Management Society. In 2004, Dr. Grove was honoredas the Most Influential Business Person in the Last Twenty-Five Years by the Wharton School of Business and the Nightly Business Report. That same year, he received the Ernest C. ArbuckleAward from the Stanford University Graduate School of Business.He has served as Patient Advocate at UCSF and was National Chair of the Campaign for UCSF.He was a member of the board for the Prostate Cancer Foundation. Dr. Grove is an advisor tothe Michael J. Fox Foundation. He heads the Grove Foundation, a private philanthropicorganization and focuses on supporting research on Parkinsons Disease.
Th
e Best manager in t
h
e World
The Andrew Grove and Bill Gates, chief administrative engineers of the digital revolution Digital,Despite the fame went to Gates because of his revolution, among other reasons, the Grovedeserves the top spot, there is no doubt that the Grove and Gates genius in technology, butGrove business manager led the wave that is unparalleled Great creativity, which washighlighted by microprocessor. This created the success of Intel. And lead to more sales thanfrom sales of Microsoft. The Grove-line record is invaluable for the things that drives Intel andgave clear advice and encouraging the new leaders who want to do the same, there is no higherorder than the cliffs in the area of management as a director or a strategic thinker Guide. In1979, Grove was promoted to president, and, in 1987, became chief executive. By then Noyceand Moore were pushing 60. They had masterminded an astonishing run of technologicalbreakthroughs: The first memory chip DRAM (dynamic random access memory), EPROM(erasable, programmable, read only memory), and the first microprocessor. Just as important,all four innovations had been exploited commercially to lucrative effect; for this Grove deservemuch of the credit. So, Intel sales and profit soared.
 
 Chapter One ± Raising Management Output
Andy Grove published high output management in 1983. Yet, despite the upheavals, grovefound that
most of the things that were useful in 1983 are still useful now; the basicmanagement remain largely unaffected
. That applies to the three ideas on which Grovesbook was founded:
 
The principles and disciples of manufacturing apply to other forms of businessenterprise, including most emphatically the wok of managers.
 
The output of managers is the output of the organizational units under their supervisionor influence.
 
A team will perform well only if peak performance is obtained from its individualmembers.
 
Business is a team activity. And it always takes a team to win
people contributing to acommon output, not people working together in groups
 
 
Shift your energy and attention to whatever will most increase the output of theorganization.
 Getting
h
ig
h
leverage
Leverage is a central concept for Grove. He works by an equation that says that for everyactivity performed by a manager, the output of organization should increase to some extent.The greater the increase, the higher the leverage. This has a direct link with the productivity,which can raised by:
 
Increasing the speed at which manager performs
 
Increasing the leverage associated with the various managerial activities.
 
Shifting the nix of managers activities from those with lower leverage to those withhigher leverage.
H
ig
h
leverage can be ac
h
ieved by:
 
Many people being affected by one manager.

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