A Business and Its Beliefs: The Ideas That Helped Build IBM - download pdf or read online
By Thomas J. Watson Jr.
The undying company publication that also brings standpoint and counsel to trendy bottom-line executivesWhen first released in 1963, IBM CEO Thomas Watson Jr.'s A enterprise and Its ideals gave readers an exceptional glance within IBM's government places of work. Watson-son of IBM's founder- candidly mentioned how the corporate clung to its values in the course of the first nice technological shift, and the way this refusal to compromise grew to become IBM's power. He additionally turned one of many first CEOs to query business's position and accountability in society, and brazenly talk about how agencies may meet increasing social expectancies whereas nonetheless turning a profit.The groundbreaking rules during this publication nonetheless resonate with modern-day managers. This newly released variation reintroduces Watson's rules to a brand new iteration of decision-makers looking for IBM-style criteria for his or her personal companies. A to-the-point exam of the values and ideology that outfitted and sustained IBM, its message is as necessary this day because it used to be 4 many years back-and will once more strike a convincing chord with executives in all places.
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Extra resources for A Business and Its Beliefs: The Ideas That Helped Build IBM
The manager of a large organization may have done a fine job in demonstrating what he can do for his people. But let him go one step beyond this and recognize that people who are not working for large organizations—or those who are not working at all—may have even greater need for partial assistance with some of their problems than his employees do. He might well remember this before he automatically criticizes a piece of legislation aimed at helping those people. Most of these comments have had to do with how I think businessmen are going to have to change their way of looking at things if this country—and its business system—are to get through the difficulties we foresee in the years ahead.
Many businessmen have accepted the fact that out-of-the-ordinary medical costs, adequate insurance, and adequate provision for retirement are beyond the means of the average employee. To close these gaps, we have introduced benefit programs and are making improvements in them all the time. If we grant that these programs are necessary and right for the employees of big corporations, then certainly we cannot follow a double standard and contend that they are not needed by other people. Only 14 per cent of the total United States work force is employed by the top 500 industrial corporations.
Some provisions should be made to give all some fair measure of protection. The manager of a large organization may have done a fine job in demonstrating what he can do for his people. But let him go one step beyond this and recognize that people who are not working for large organizations—or those who are not working at all—may have even greater need for partial assistance with some of their problems than his employees do. He might well remember this before he automatically criticizes a piece of legislation aimed at helping those people.