2.

Why do you think IBMs culture changed from formal, stable, and
individualistic to informal, impermanent, and team-oriented?
>> Team effectiveness:
IBM can capitalize on the individual strengths of their employees.
When effective teams are in place, the collective product is greater than
the sum of the individual effort.
- Team-oriented businesses value diversity and understand that bringing
different points of view to a team effort fosters opportunities for new
ideas and creative solutions to problems.
When work in team IBM can build leadership cadre, it also develop
team skill for IBMer.
When there is division between the roles of the leader (management) and
the followers (employees) and individualism is the central point in
making decisions it will be less creative than decisions made in a team.
Improving job performance, High productivity
>>Impermanent structure: entering new market for instance, IBM
team projects: are conducted at the place where most big companies
dont do business.
>> So by moving towards team oriented culture, impermanent and more
informal, IBM is giving employees a chance to feel appreciated and
valued as a result employees are motivated and are able to reach selfactualization. By providing employees with less formal and more
informal work environment this gives the employees to find new ways
of doing things which they find easier and save their time.
As a result, by switching informal and, impermanent and, team oriented
work environment, the role between leader and followers shift from
individualism to people feeling more involved in the decision making
processes and as a result they are more motivated and creative.
That can bringing potential customer to IBM as well as
expanding business into the global market.

- Team project: Many projects are completed more efficiently and

quickly when tasks are assigned based on the strengths and abilities
each member brings to the table.
- Ibm lm iu m hu ht cc cng ty ln k lm; build a leadership
>> Now, IBM has clients in 170 countries and now does two-thirds of its
business outside the United States.
Maslow suggests that in order to fulfill self-actualization all the other
needs must be fulfilled before they can take the next step.
So by moving towards a more informal, impermanent and team oriented
culture, IBM is giving employees a chance to feel appreciated and
valued as a result employees are motivated and are able to reach selfactualization. Employees are open to challenging themselves. By
providing employees with less formal and more informal work
environment this gives the employees to find new ways of doing things
which they find easier and save them time. Patterns of interaction are
shaped by friendship groups and other and people find it easier to work
with informal structures. When there is division between the roles of the
leader (management) and the followers (employees) and individualism is
the central point in making decisions it will be less creative than
decisions made in a team. There is still the title in the roles of managers
and employees, but everyone is more unified. By switching informal
and, impermanent and, team oriented work environment, the role
between leader and followers shift from individualism to people feeling
more involved in the decision making processes and as a result they are
more motivated and creative.