The paper "Managing Workforce Diversity at IBM" is a wonderful example of a report on management. The history of IBM goes further back than the development of modern computers. Originally, IBM started as a Tabulating Machine Company that was founded by Herman Hollerith 1896 (Bashe, 2000). The company specialized in data processing equipment that relied wholly on the punch card. The punch cards formed the foundation for many generations of equipment that one day would be known as IBM. Three companies, namely Time Recording Company, The Computing Corporation, and Tabulating Machine Company all came together to form a single entity, which ventured into the Canadian market under the name International Business Machines Co.
Limited in 1917. Thomas Watson became the company’ s general manager and an essential player in what came to be known later as IBM. During the 1950s, IBM emerged as the primary contractor in the development of computers for the automated systems of the United States Air Force. In the course of working an interceptor control system known as SAGE, IBM gained information that was critical to the work that was being performed at the Massachusetts Institute of Technology.
The information spearheaded various advancements for IBM by providing insights into digital data transition, light guns, algebraic computer language, digital data transition, and digital to analog conversion. In the 1980s, IBM started consolidating its mainframe business as well as expanding its mainframe technology, particularly ESA/390 and S/390. IBM embarked on the practice of continually converting its already large rental base of mainframes to lease arrangements. This strategy was aimed at making IBM’ s profits and revenues appear stronger than they really were. The IBM PC was developed by a team known as ‘ Project Chess’ and introduced to this world on 12 August 1981.
Initially, these systems were not affordable and were primarily meant for the business sector. Often, these PC were bought by middle management since they could easily perceive their value in business. IBM has widely become known for its domination in the computer business. However, the company also plays many major roles in other industries. Today, the company’ s success is mainly in the form of systems that are easily applicable to both businesses and personal use.
Bashe, C. (2000). IBM’s Early Computers. Massachusetts: MIT Press.
Childs Jr., T. (2005). Managing workforce diversity at IBM: A global HR topic that has arrived. Human Resource Management, 44, No. 1, 73–77.
Cukier, W. (1996). “Cultural Diversity and Group Decision Support Systems, Administration and Information Management”, in Szewczak, E. (Ed.). The Human Side of Information Technology Management. Harrisburg, PA: Idea Group Publishing.
Cunningham, D. (2007). Diversity as a Competitive Strategy in the Workplace. Journal of Practical Consulting, 1(2), 51-55.
Hartel, C. & Fujimoto, Y. (2006). Human Resource Management (2nd Ed.). Sydney: Macmillan.
Luff, P. (2000). Workplace studies: recovering work practice and informing system design. Cambridge: Press syndicate of the University of Cambridge.
Mack, R. (2001). Knowledge portals and the emerging digital knowledge workplace. IBM Systems Journal, 40(4), 925-955.
McCarthy, J. (2004). Diversity as Strategy, Harvard Business Review. Retrieved October, 13, 2010, from http://www.tedchilds.com/files/HBRDiversityStrategy04.pdf
McCarthy, J. (2002). An architecture of diversity for commonsense reasoning. IBM Systems Journal, 41(3), 530-539.
Stockdale, M. (2004). The psychology and management of workplace diversity. Victoria: Blackwell Publishing.
The Law Society of Upper Canada (2004). Accommodation of Creed and Religious Beliefs, Gender Related Accommodation and Accommodation for Persons with Disabilities: Legal Developments and Best Practices. Toronto: Equity Initiatives Department.
Townsend, A. (1998). Virtual Teams: Technology and the Workplace of the Future. The Academy of Management Executive, (1993-2005), 12(3), 17-29.