Intel: Shaping The Organizational Culture


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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

Case Details:

Price:
Case Code : HROA005 For delivery in electronic format: Rs. 300;
For delivery through courier (within India): Rs. 300 + Rs. 25 for Shipping & Handling Charges

Themes

Organizational Culture
Case Length : 14 pages
Period : 1968 - 2004
Pub Date : 2004
Teaching Note : Not Available
Organization : Intel Corporation
Industry : Semi conductors
Countries : Global

Abstract:

In early 2004, Intel, the world's largest micro processor company, has once again found a place in Fortune's list of best places to work for and most admired companies. The undisputed leader in the micro processor industry, Intel's goal is to frame HR (human resource) polices that make it easier for people to manage effectively their personal and work lives. The company believes in providing the best of amenities and opportunities for its employees. Famous for its "paranoid" work culture, Intel's business model emphasises consistent product innovation. Employees are judged on performance, teamwork and making the company a great place to work.

Intel strives to attract and retain the best talent available by providing an environment in which people of diverse backgrounds are valued and rewarded, leading to innovation and high levels of fulfillment and productivity.

Contents:

  Page No.
Introduction 1
Background Note 2
Business Segments 3
Work Culture 4
Barrett's Leadership 8
Intel's Business Philosophy 9
Benefits & Compensation 10
Personal Development 11
The Road Ahead 12
Exhibits  

Key Words:

Intel, HR (human resource) at Intel, Human resources, Work culture, Organisational culture, Work ethics, Craig Barrett, Andy Grove, Paranoid work culture, Leadership, Stock options, Intel University, Micro processor, Most admired companies, Culture

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