DIPLOMA IN LAW ENFORCEMENT

MANAGEMENT
PRINCIPLES OF MANAGEMENT
(DLE 1013)
TERM 0222
ASSIGNMENT TITLE: INTEL COMPANY

Student Name: RAGINI KATHIRESAN (981117-07-6318)

: PAVITHRA TAMILSELVAN (001226-05-0444)
: SARANYA DANIEL (021123-14-1288)
: DISHALINI RAJAMOGAN (001021-10-1244)
: KIRTHANA DEVI SATHIYA SEELAN
(021122-14-0400)
Year/Semester: 6 ONLINE/FIZIKAL

Prepared For: Miss Florinsiah Binti Lorin

 INDIVIDUAL ASSIGNMENT EVALUATION FORM

DIPLOMA IN LAW ENFORCEMENT

PRINCIPLES OF MANAGEMENT (DLE 1013)

TERM 0220
STUDENTS NAME : ______________________________ SEMESTER :6

DATE SUBMITTED: 19 August 2022

MAXIMUM POINTS
AREA
POINTS AWARDED
FORMAT (Front page, page number & etc.) 15
INTRODUCTION (of topic) 20
CONTENT (CHAPTER by SUBTOPIC) 50
CONCLUSION (quality of conclusion) 10
REFERENCES 5
TOTAL POINTS 100
TOTAL MARKS ALLOCATED FOR ASSIGNMENT (AFTER DEDUCTION FOR
LATE SUBMISSION)
PLAGIARISM WILL RESULT IN AN AUTOMATIC FAILURE

Marks Characteristics
Above 80 % Outstanding work which demonstrates that the student has a good
grasp of the content appropriate to the topic
70-79 % The student demonstrates above average understanding and clear
grasp of the topic.
50-69 % The student is able to cover basic subject matter but may display some
weakness, limitations in understanding and interpretation.
40-49 % The student’s performance is only just acceptable revealing some
inadequacies, weak organizing ability and limited communication
skills.
<39 % The student’s performance is inadequate, has poor organizing ability
and weak communication skills.

*(Note that 5% of the total is deducted per day of delay from the due date of submission)

1
 ASSIGNMENT FOR PRINCIPLES OF MANAGEMENT (DLE 1013)

1. FRONT PAGE:
Goon International College Logo, Course, Title, Lecturer’s name: FLORINSIAH BINTI
LORIN and Date/Year.
2. FORMAT:
a) All work must be original, computer generated and printed.
b) All work must be presented in text of font Arial font size 11 with 1.5 spacing,
appropriate comb binding.
c) Total pages: 15 - 20 pages.
d) Due Date: 19 AUGUST 2022 BEFORE 5PM. Assignments submitted late will not be
accepted and will be marked as a 0% fail.

3. ASSIGNMENT QUESTIONS:
“It has been a belief for many years that the long term success or failure of an
organization is based largely on the quality of its management.” You are required to
examine an organization that will focus on management issues involved in business
situations.  Examine the critical issues that the organization faced, and detail the strategies to
mitigate them. you are expected to apply all the management concepts and utilize resources
available through the library and other sources (including the internet) to obtain information.

4. TABLE OF CONTENT:

5. INTRODUCTION:
Explain the background of the company.

6. CONTENT (RELATED TO TOPIC):

The following questions should be addressed:

a) What issues did they face?

b) Why it failed and what may have been done to foster success?
c) In what ways did Planning, Organizing, Leading & Controlling contribute to the
company’s success (or failure)?

2
 d) How the company overcome the management issue?

7. RECOMMENDATION:
Provide or give your suggestions

8. CONCLUSION:
Make an overall conclusion from the topic you have chosen.

9. REFERENCES:
Put any reference books/ website/ articles/ journals/ teaching aids that you refer in order to
complete the study.
 With APA format:
Author, A. A. (Year of publication). Title of work: Capital letter also for subtitle.
Location: Publisher.
Example:
 S.B. David, H.C. Anastasia et al (2019), Principal of management, OpenStax
Publication.
 B.Tim (2019), How leaders can strengthen their organization’s culture: 28 simple
and effective ways. Independently Publication.

 P.W.Jennifer (2020) Millennials’ Guide to Management & Leadership: What No One

Ever Told you About How to Excel as a Leader.

 Electronic Sources (Web Publications):

Bambrick-Santoyo and Paul (2018) A Principal Manager’s Guide to Leverage Leadership 2.0 : How to
Build Exceptional Schools Across Your District. Retrieved from https://www.pdfdrive.com/a-principal-
managers-guide-to-leverage-leadership-20-how-to-build-exceptional-schools-across-your-district-
e188625865.html (Date of refer

3
TABLE OF CONTENT

NO CONTENT PAGE

5–6
1 INTRODUCTION

2 WHAT ISSUES DID INTEL FACE 7–9

3 WHY IT FAILED AND WHAT MAY HAVE BEEN DONE BY 10 – 11

INTEL TO FOSTER SUCCESS

4 IN WHAT WAYS INTEL DID PLANNING, ORGANIZING, 12 – 13

LEADING & CONTROLLING CONTRIBUTE TO THE
COMPANY’S SUCCESS (OR FAILURE)

5 HOW THE INTEL OVERCOME THE MANAGEMENT ISSUE 14 – 15

6 RECOMMENDATION 16 – 17

7 CONCLUSION 18

8 REFERENCES 19

4
INTRODUCTION

On July 18, 1968, Gordon Moore (of Moore's law) and Robert Noyce, two founder in the
semiconductor industry, launched Intel (integrated and electronics) (1927–1990).It is now the
leader in the world for creating technology, goods, and projects to continue improving how
people live and work.Art Rock, a venture capitalist, immediately sponsored the team and helped
them raise $2.5 million in less than two days. The two chose the term "Intel," which stands for
"integrated electronics," for their company because the name Moore Noyce had already been
registered by a hotel chain.Andrew S. Grove, a Hungarian immigrant who had made major
contributions to the advancement of large-scale integrated (LSI) metal oxide semiconductor
(MOS) technology, joined the team shortly after Intel was founded. Top engineers Ted Hoff,
Federico Faggin, and Stan Mazor soon joined the team.

Besides that, The imaginative Intel team came up with a ground-breaking solution in late 1969
when a Japanese calculator maker, Busicom, requested that the young business develop 12
5
unique chips for one of its devices. Nine months later, the Intel 4004, a 1/8-inch by 1/6-inch chip
with 2,300 MOS transistors, had its first production run. This "computer on a chip" has all the
processing capability of the 3,000 cubic foot ENIAC computer, making it the first microprocessor
ever created. The 8080, which was chosen as the central processing unit of IBM's first personal
computer, replaced the 4004 in 1980. Following the launch of their next-generation Intel386TM
microprocessor in 1985, Intel developed the famous Pentium microprocessor in 1993, whose
offspring currently power performance-intensive applications. The amazing work of Intel
continues into the twenty-first century

More over, Using 45-nanometer (nm) logic technology, the business reported in January 2006
that it had created what is thought to be the first completely working SRAM (static random
access memory) chip. Then, a year later, Intel started to use a novel material combination in its
45nm process technology that dramatically improved energy efficiency, radically decreased
device loss, and increased performance.The millions of transistors inside a multi-core computer
chip, which is about the size of a postage stamp, are now made of a new material based on the
element hafnium with a property known as "high-k" instead of silicon. Additionally, Intel uses a
new metal combination for the transistor gate in some of these portions. The switch to high-k
and metal gate materials based on hafnium, in Gordon Moore's opinion, "marks the largest
advance in transistor technology since the advent of polysilicon gate MOS transistors in the late
1960s."

Not only that, More than 15 items from Intel's next generation family of computer processors are
now being produced using the company's new 45nm CPU technology. For desktop, mobile,
workstation, and corporate PCs, these new Intel Core 2 chips with more than 400 million
transistors for dual-core processing and more than 800 million for quad-core provide better
performance, power-management abilities, faster core speeds, and larger cache memory.A 32
nanometer (nm) technology with transistors that are so tiny that more than 4 million of them
might fit on the period at the conclusion of a sentence on a printed page is one of the future
milestones. Bill Holt, vice president and general manager of the Intel Technology and
Manufacturing Group, noted that Intel has a long history of transforming technological advances
into observable advantages that consumers value. This forward-thinking mindset is expressed
in Intel's Leap aheadTM call to action, which encourages continued committed to advancing
silicon technology.

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THE ISSUES FACE BY INTEL COMPANY

Recently, dismal earnings from Intel were announced. Yes, the company's bottom line
exceeded forecasts, but its top line significantly underperformed, and the prognosis was bleak.
The business is a shambles when you look behind the scenes. It didn't make the anticipated
CEO announcement; an interim CEO has been in charge. Strong earnings are anticipated for
AMD. Due to Intel's shortcomings, AMD has recently implemented significant organisational
changes that indicate a stepped-up competitive offensive. Let me explain why Intel missed and
what's wrong with it.

EXECUTIVE LEADERSHIP THAT IS CARELESS

Two things are the root of Intel's issues. First off, the company's previous CEO clearly lacked
board control, crippled it with a lack of concentration, split it into too many programmes, overcut
costs and staff, and left it unable to perform. Interim CEOs frequently struggle to establish
strategy or direction, especially when they double as CFOs. Basically, their job is to keep the
lights on, and because they lack a CEO offset, they tend to prioritise improving the bottom line
over boosting the top line due to their CFO
backgrounds. This is acceptable in the short
term, but over time it may seriously impair
the firm's capacity to carry out its business.
The board is mandated to have a
succession plan, thus an interim CEO's
term is often measured in weeks. However,
Intel's previous CEO ejected any rivals,
essentially cleaning house within the organisation. Intel is notorious for mistreating those they
fire, making it especially difficult to bring them back, and it's obvious that none have, with some
of the most influential people declaring they wouldn't touch the company with a 10-foot stick.
Simply put, the Intel board wasn't up to the task. It failed to shield the company from the
appalling judgments made by its CEO, who, in order to boost the stock value before to his
departure, which it seems he anticipated, effectively stripped the business bare. A board's
responsibility is to safeguard investor interests, and in my judgement Intel's board fell short of
this duty. That was probably caused in part by the board's obvious lack of qualifications to run

7
Intel. On the board, there is just one qualified engineer, and she is a professor. Without a
sufficient number of microprocessor engineers on the board and with an interim CEO, Intel's
leadership lacks the capabilities necessary to advance the business or even to properly address
the issues that its previous CEO left behind. Getting a new CEO is difficult in part because Intel
resembles a chaotic train wreck. If the board is not rectified, it is likely that the new CEO will
also be removed. This decision isn't difficult because every CEO since Andy Grove has
resigned early, indicating that the company has had a serious endemic board problem ever
since the last founder stopped overseeing day-to-day operations.

PRESSURE FROM COMPETITORS

AMD and Qualcomm have significantly upped their competition over the past financial reporting
period and the time since Intel's previous CEO was ousted without reason. Due to both great
execution and Intel's lack of focus on core markets, AMD has achieved significant gains in the
desktop, laptop, and server industries. The combined Microsoft/Qualcomm project for the
always-connected PC has also made progress. The solution is surprisingly robust in contrast to
earlier ARM attempts.
Regarding autonomous vehicles, Intel's decision to
prioritise sensors (Mobileye) over other components is
misguided, and that division has been declining at a time
when the market has continued to grow. The AI strategy
used by Nvidia has emerged as the de facto norm. I
understand that Mobileye was inexpensive, but it's the
equivalent of purchasing a used, damaged Rolls Royce for F1 racing because you can't afford
an F1 race vehicle and the Rolls Royce is inexpensive. It won't end nicely.
In order to harm Qualcomm, Intel is currently pushing aggressively for modems with Apple and
leveraging legal action as well as Apple's considerable market and brand power. The fact that it
is allegedly stealing Qualcomm's technology casts a huge shadow over that endeavour, and it is
clear that it has shifted manufacturing resources away from low-end desktop processors and
toward modems, which has helped AMD significantly penetrate the desktop market and
damaged its relationships with other OEMs.
By any standard, that decision appeared to betray providers that saw Apple as a rival because
its main rival platform, the iPad, employs ARM processors rather than Intel ones. Given Apple's
reputation with vendors and Andy Grove's near-legendary hatred for that firm owing to a
8
previous betrayal, building on Apple by cooperating with it at the expense of other OEMs seems
especially stupid. This isn't just a problem in the short term; it will probably be disastrous in the
long run because Apple has obviously been hiring more people so that it can stop using Intel
modems and has obviously established expectations that its PC line will eventually switch from
x86 to ARM.
Last but not least, Intel's terrible company acquisition strategy signals it will continue to struggle
until someone with some insight comes in. Intel starts by buying companies that are in crisis but
then demonstrates no capacity to either protect or turn around those troubled assets. The smart
money is currently on an Apple employee by the name of Johny Srouji. He has a very
impressive resume, but I question if the board was wise enough to give him the job or whether
he is too intelligent to accept it.

FINAL THOUGHTS: INTEL IS A HOT MESS

As I've said repeatedly, the board is where Intel's issues begin since, in my opinion, it has been
careless in preserving and safeguarding Intel's future. Lack of a succession plan, the difficulty to
locate a new CEO, poor acquisition skills, terrible competitive performance, and an
overemphasis on cost-cutting and downsizing have created a company that is a shell of what it
once was. Without changing the board, it is unlikely that the next CEO, regardless of
background, would be successful, which means that the long-term picture for the business is
anything but promising. It could take a number of actions to boost the stock in the near future,
but they would probably leave the business much weaker. Even Intel's recent admirable effort to
achieve salary parity between men and women is likely to have a negative impact on
productivity because Intel is cost-focused, meaning it will have to reduce salaries for male
employees in order to balance off the gains in salaries for female employees. Without any actual
productivity boost from the women, this will have a negative influence on the retention and
productivity of the male employees, who continue to have a disproportionate amount of power.
Money is a weak motivator when given, but an outstanding demotivator when taken away,
according to Maslow and Hertzberg (which, by the way, explains the poor federal employees'
low productivity when compelled to work for nothing just criminal, in my opinion). This belief is
supported by the fact that Intel's bottom line increased while its top line declined, indicating that
it continued to place an undue emphasis on expenses even after significant layoffs.

9
WHY INTEL FAILED AND WHAT MAY HAVE BEEN DONE TO FOSTER SUCCESS

WHY IT FAILED

Intel's failure can be attributed to a variety of factors specific to the company itself. Some
observers say that by insisting on vertical integration, Intel missed an opportunity to learn from
other companies' innovations it is now working to move to a less integrated model. As the
company focused on the existing high-end market, it stumbled upon new markets for cheaper
chips. This is a classic case of the so-called innovator's dilemma. I also made poor decisions
regarding manufacturing technology and struggled with various staffing issues at the top.

WHAT MAY HAVE BEEN DONE TO FOSTER SUCCESS

Intel has conquered the processor market and kept Intel up to date with great products such as the
Intel Pentium processor and its latest I3 and I5 series. Intel Corporation has the upper hand when
it comes to microprocessors and motherboards. There are other competitors in the market, but
none have been able to take away Intel's huge market share. So, what makes Intel Corporation so
successful He has three reasons for Intel Corporation's success: Most of the products that go
through his R&D lab at Intel Corporation are great There is no doubt about that.

This shows that we pay close attention to quality control. The Intel Pentium series was the true
series that made Intel a giant in the microprocessor industry. This was at the same time that the
Pentium series' performance was unparalleled, and the marketing team at Intel Corp. ran full
steam ahead. This has created word of mouth, ample product sales margins, and confidence in
the product by both sellers and buyers.

As such, our products and their associated reliability are key reasons for Intel Corporation's
success. This is a well-known fact and most marketers know it. Marketing a technical product or
a product invisible to the customer is very difficult. It was even more difficult during the 1990s
and 2000s sales era. Kudos to Intel's marketing team for starting his marketing and raising
awareness for Intel mass. Today, even the least computer savvy know that Intel is the processor
they need.

10
This is due to the consistent and continuous efforts of the Intel Corporation marketing and
branding team. The team has always paid attention to details such as packaging, advertising at
the time of purchase, and most importantly, appropriate deal discounts to attract distributors and
retailers. Intel really caters to geeks and geeks and that's a plus point.

Intel Corporation, combined with its extensive distribution channels and branding and marketing
efforts, has achieved far greater market penetration than any other organization. Perhaps one of
the longest-running and smartest publicity tactics is Intel's. Intel partners with all major
manufacturers of desktop and laptop his computers for brand appeal and product quality. Most
microprocessors are made by Intel. This strengthens your brand image in the eyes of consumers.
If these top companies are willing to work with Intel, their products must be excellent.

A clever marketing strategy is to play a small clip labeled "INTEL INSIDE" before and after
each Dell, HP, or other ad. This little clip worked its magic for Intel Corporation. Intel doesn't
need to advertise on TV.

Simply make your presence known with the INTEL INSIDE logo after each ad. In fact, the
packaging, the company's various marketing channels, and even the CPU are all referred to as
"INTEL INSIDE," giving customers peace of mind that they've made the right decision when
purchasing a product. As such, the two words "INTEL INSIDE" are one of Intel Corporation's
most powerful brand builders, a brand element that has never been successfully replicated by any
other company.

Price is also a key factor in Intel's success, but there are other processors like AMD that cost
more but don't have the Intel brand appeal. At the same time, Intel's word of mouth and R&D are
so good that customers have remained loyal to the brand over the years. If you're buying a new
desktop or laptop, you're most likely thinking of using Intel for both the motherboard and
processor. I hope Intel Corporation invents even better products in the years to come, enabling us
to use faster and more scalable computers.

11
IN WHAT WAYS INTEL DID PLANNING, ORGANIZING, LEADING & CONTROLLING
CONTRIBUTE TO THE COMPANY’S SUCCESS (OR FAILURE)

PLANING
The initial 17 billion euros that Intel plans to invest will result in the creation of 7,000
construction jobs during the length of the build, 3,000 high-tech employment at Intel
permanently, and tens of thousands more jobs at suppliers and partners. The new location will
be known as the Silicon Junction, uniting technology, according to Intel.

ORGANIZING
The organisational structure of Intel Corporation is based on the nature of the technology
industry. For instance, the corporation can solve problems
posed by the microprocessor market and related
technologies through its current organisational structure.
Corporate structure, also known as organisational structure,
refers to the arrangement or composition of the elements
required to maintain a successful and efficient system of
operations. The organisational structure of Intel is heavily based on product kinds. Because of
its organisational qualities, Intel, a major player in the semiconductor business, is able to
successfully create and promote a wide range of technological products to clients all over the
world.

LEADING
1. Product
There is no denying that the majority of items developed by Intel Corporation's R&D labs have
been excellent. This demonstrates thoughtful quality control. The Intel Pentium series was the
one that really cemented Intel's position as a titan in the microprocessor market. This was due
to the fact that the pentium series' performance was unmatched and that the marketing team for
Intel Corp. was operating at full capacity at the same time. As a result, the product gained the
trust of both vendors and customers, generated positive word-of-mouth, and had strong profit
margins. The success of Intel Corporation is primarily due to its goods and the reliability that
comes with them.

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2. Addressing the masses
Marketing a technical product or a product that the buyer cannot see is extremely challenging,
as most marketers are aware of. During the 1990s and 2000s selling era, it was considerably
harder. So congratulations to the Intel marketing team for launching Intel's mass marketing
campaign and turning it into a household name. These days, even those who do not work with
computers frequently are aware that Intel is the chip they want. This has been made possible by
the persistent and consistent work of Intel Corporation's marketing and branding team, which
has continuously paid attention to things like packaging, point-of-purchase advertising, and,
most crucially, the right trade discounts to attract distributors and dealers. Intel has the
advantage of particularly appealing to geeks and nerds. More effectively than any other
company, Intel Corporation has been able to penetrate the market because to its extensive
distribution network, branding, and marketing strategies.
3. Inside Intel
The advertising strategy used by Intel is probably one of the best-known and most effective
ones. Due to the strength of its brand and the calibre of its products, Intel has partnered with all
of the main producers of desktop and laptop computers. Most of the microprocessors are made
by Intel. This strengthens the brand's reputation in the eyes of the consumer. If these
prestigious companies are willing to partner with Intel, the product must unquestionably be of
high quality. A brief clip with the words "INTEL INSIDE" plays before or after each
advertisement for Dell, HP, or another manufacturer. For the Intel Corporation, this brief video
has worked wonders. There is no need for Intel to air TV ads. It only needs to emphasise its
presence by following each advertisement with the INTEL INSIDE logo. In fact, "INTEL INSIDE"
is now mentioned on the packaging, the company's many marketing platforms, and even the
CPU, giving the consumer peace of mind that his purchase was the proper one. As a result, the
two words "INTEL INSIDE" are one of Intel Corporation's best brand builders, a brand element
that no other company has been able to successfully imitate to yet.

CONTROLLING
Intel has the advantage of particularly appealing to geeks and nerds. In addition to its extensive
distribution network, branding initiatives, and marketing strategies, Intel Corporation has
outperformed all other businesses in terms of market penetration.

13
HOW THE INTEL OVERCOME THE MANAGEMENT ISSUE

AS CEO, PAT GELSINGER TAKES OVER

For Intel, the appointment of Pat

Gelsinger as CEO was crucial. There
was a lot that needed to be rectified
during this extended period of process
delays and supply chain issues. Even
though Bob Swan quietly achieved a lot,
including several quarters of
outperformance, Wall Street and the
tech media demanded more. It seemed like Intel's finest days may be behind it when Apple
AAPL, +0.63% publicly ended its relationship with Intel and announced that it will switch its Mac
line to processors based on Arm architecture. Though not all was lost for Intel. Despite all the
worry, Intel had managed to maintain its market dominance in servers at 90% and in personal
computers at 80% as Gelsinger took the leadership. That would be a noteworthy outcome by
nearly any measure. However, in only a few years, those figures had dropped from 96% for
servers and over 90% for PCs as AMD CEO Lisa Su was tenacious in seizing the market
opportunity left by a frail Intel that was battling for identity, culture, and technological supremacy.
While this left AMD more powerful and Intel more damaged, Intel managed to successfully
maintain its business thanks to its strong brand, adept marketing, and robust ecosystem. I am
still adamant that Intel's fate has been greatly exaggerated. Gelsinger assumed leadership of
Intel in a challenging environment but benefited from a solid foundation, setting the tone for a
more ambitious Intel.

EXECUTION IS CRUCIAL

Regarding Intel's problems in recent years, Gelsinger has been open and transparent. This kind
of honesty is appreciated, and it's a great start in restoring confidence. CNBC interview featured
comments from Gelsinger who discussed something he called the "Say/Do" equation. As in,
does the business act as it claims to, and that this is how Intel will be judged going forward.
This, in my opinion, might be the most significant takeaway from the entire IDM 2.0

14
announcement in terms of influencing how the market views Intel going forward. Does the
business deliver on its promises?
In manufacturing and ML, Intel has been disconnected from the market for many years due to a
lack of doing what it claims, and Gelsinger is admitting that this needs to change. The
company's shorter-term outlook will depend on its ability to protect the market share it still has,
while carrying out each iteration of its process nearly flawlessly and fulfilling all of its market
commitments. The majority of the biggest benefits of this week's announcements are expected
to have an impact on results in 2023 and beyond. If Intel is able to accomplish both, it will have
a long-term strategy that analysts and shareholders will value more highly. However, Intel hasn't
received any leniency for its past errors, and I don't anticipate that to change. However, it's
difficult not to believe in Gelsinger's vision for Intel's future and it[s potential.

INTEL WILL SWITCH TO "FAB LIGHT." (A MICROCHIP MANUFACTURING PLANT )

During its most challenging times, Intel received aggressive recommendations to increase its
production with TSMC and Samsung. Some activist investors, like Dan Loeb, even proposed
the business adopt fabless to meet its needs and stay competitive. The corporation mostly
abandoned this course, but it also abruptly shifted course in its IDM 2.0 pronouncements. Intel
now claims that it will work with fabs like TSMC to close the gap in order to satisfy its
requirement for high-performance CPU tiles, which will reduce the time it takes for it to catch up
to AMD, for example, as both will have access to TSMC's 3nm technology.

15
RECOMMENDATION

1. Set Goals and Strategies

For a company to attain an ideal workforce, it is a requisite for the top management to define a
clear strategy and communicate company expectations to the employees. A lack of
understanding of the company can adversely impact it. Set coherent goals to boost performance
organically with a measured way of tracking the goal progress. List the objectives and involve
employees in their goal-setting process to formulate them with autonomy, impacting their
execution. Unrealistic and far-reaching goals are hard to achieve. Ensure to draft tour aims on
the SMART framework. Render them specific, measurable, achievable, realistic and timely. Set
weekly or monthly milestones to motivate your employees to score the big picture goals.

2. Engage Your Employees

Employee engagement is one of the most integral aspects to amplify their work performance. A
disengaged workforce leads to lower
business productivity. Engage your
employees to deliver their best
performance, feel passionate about
their responsibilities, and strengthen
their commitment.Develop trust with
your employees. Managers and
executives should inspire and care
about them as people and commit to
their success consistently. Brainstorm
ideas, strategies, draw out plans and involve your whole team in chief decisions of the company
to make them feel involved.

3. Automation with Digital Integration for Productivity

16
With the companies shifting their operations from traditional boards to digital, tech-savvy
platforms, a repository of tools is available online to boost productivity. When harnessed
correctly, the right software can render a huge difference in the workplace. Here are some tools
to look out to escalate work performance: Project Management- Trello, Asana, Zoho Projects,
Jira, Workbook and Scoro. Presentation Design- SlideModel, SlideBean, Canva, Visme and
Prezi.
Time-Tracking- Clockify, DeskTime, Time Doctor, Hours and Toggl. Communication-
GoToMeeting, Microsoft Teams, Troop Messenger and Zoom. Document Collaboration Tools-
Slack, Media Fire, Google Drive and DropBox Business. With corporations opting for remote
working in the COVID 19 pandemic, these tools come in handy to manage your team from your
home.

4. Conduct Employee/Team SWOT Analysis

A SWOT analysis plays a cardinal role in identifying the prime strengths, weaknesses,
opportunities and threats for your employees. Business leaders, managers, and entrepreneurs
in start-ups should conduct a yearly SWOT analysis of every key employee individually. It will
assist them in discovering challenges and improving employee productivity. Create personalized
and eye-catching PowerPoint presentations with professionally designed SWOT templates from
SlideModel. The 3D appeal, color-scheme, 100% editable features and graphs will render five
stars to your slide deck. It will aid the employees to know where they stand in their performance.

17
CONCLUSION

Intel Corporation has faced ups and downs as many other companies but never gave up on
R&D, even during the Global Crisis. Intel believes in re-investing and that’s why it has seen
success and global demand for Intel products. Great risk management strategies has helped
Intel survive the legal issues, patenting issues and The Great Recession.

As the current CEO Paul Otellini has opted to resign Intel now hopes to have a new CEO from
within the corporation. Care must be taken as CEO is the most important part of any company
and the sole leader and any wrong decision could hamper the profits of this multibillion dollar
corporation.

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in the World. https://www.companieshistory.com/intel/

 Rob, E. (2019, January 28). Why Intel Is in Such Horrid Condition. TECHNEWORLD.

Retrieved January 28, 2019, from https://www.technewsworld.com/story/why-intel-is-in-

such-horrid-condition-85813.html

 Daniel, N. (2021, March 25). Intel must execute its new strategy to perfectly win back the

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https://www.marketwatch.com/story/intel-must-execute-its-new-strategy-perfectly-to-

win-back-investors-11616700237

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 ROWLAND, C. H. R. I. S. T. I. N. E. (2018, September 8). Intel’s Organizational

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