Brief history of enterprise development. Chapter II

11/11/14 10.4K

Even 20 years ago, it was still difficult to imagine that computers would be so firmly entrenched in the daily life of every person.

Work, relax, communicate - all this can be done using a device with Internet access. And being on the World Wide Web and not knowing what Google is is the same as living in Paris and missing the Eiffel Tower.

Advanced search technology and great amount useful services have made this company the true king of the Internet.

Who do you need to be to conquer the world? Someone will need an army of well-trained soldiers for this, and someone will need beauty. But in our time, more and more people are gaining recognition and respect with their mind.

In many biographies famous people there is a description of simple guys who started creating in their own garage. All they had initially were brains with bright ideas.

The history of Google began with these young people, ready to work hard to make their plans a reality:

The path from zero to billions

In the formation and development of Google, a deep domestic trace can be traced. The talented mathematician Sergey Brin, who emigrated to the United States at the age of five, was at the very beginning of the company and still manages it:

To realize the amazing transformation from "nothing" to a giant on the front lines modern technologies, it is necessary to note the most important stages in the development of Google.

1995 Sergey Brin volunteered to give a tour of Stanford University for students, one of whom was Larry Page. The student and the "guide" immediately began to argue about everything in the world, which became the basis for further strong friendship and the same cooperation;
1996 Development of a search engine based on PageRank technology, the essence of which is the ranking of sites depending on the link weight obtained with the help of backlinks. This technology has become a real revolution, since before that the main criterion for search engines was the number keywords on the resource page;
1997 Google got its name. It is simply impossible to imagine how much information on the World Wide Web, so Sergey and Larry decided to choose as the name the number that is closest to " impossible to imagine how much". A googol is when you add one hundred zeros to one. The spelling of the word was slightly corrected for euphony;
August 1998 The only question Andy Bechtolstein (one of the founders Sun ) was: " In whose name should the check be written?? One hundred thousand dollars went to the account of the not yet born Google Inc;
September 1998 The company moves to its first office - a garage. There are already 3 employees on the staff.
February 1999 The company already has 8 people and rents an office in Palo Alto.
September 1999 Move to own building located in Mountain View.
year 2000. Google signs an agreement with Yahoo, becoming the main provider of information search services and the largest search engine in the world.
year 2001. The company expanded its influence in the territory South America. There are 3 billion documents in the search engine index.
2002 A new office opens in Sydney.
2003 Google buys Pyra Labs, whose most famous technology was Blogger.
2004 The main office moves to a new building, the number of employees has increased to 800 people. Google goes public for the first time, offering its shares on the NASDAQ. Larry Page and Sergey Brin become billionaires.

In the future, things at Google went better and better, and today it is already impossible to imagine using the Internet without the popular services that the company developed.

Services we can't live without

Throughout its existence, Google has not wasted any time. The company has developed a huge number of useful services, the most popular of which should at least be listed:

Google+- social network launched in 2011. Distinctive feature the Google Circles system advocates:

Google Docs is a service that allows you to create text documents, spreadsheets and presentations. Data can be stored in the cloud storage;
Google Drive is a virtual drive on which you can store up to 15 GB of your own information and access it from anywhere in the world:

adsense- contextual advertising, which is automatically placed according to the subject of the page;
Analytics is a tool for developers and SEO optimizers. Provides detailed statistics on the work of the web resource:

Gmail - email;
Maps- geographic Maps, with which you can easily calculate the route to your destination:

News - news formed from the headlines of the world's most popular publications. The composition of the categories is displayed according to the user's preferences;
Play - game application store;
Picasa is a service that allows you to work with images.

Your personal browser

One of the outstanding achievements of the company was the creation of a browser Google Chrome, which immediately turned out to be competitive in a market where, it would seem, there can be no rivalry.

Phase I Establishment of the CTR Company (1896-1914)

The Computing-Tabulating-Recording Company (CTR), which was the prototype of IBM, was founded in 1911 by Charles Flint, who was known as the "Father of Trusts" because of his desire to combine enterprises. Flint's Preference large organizations, was not unreasonable: the management of such enterprises led to economies of scale, which resulted in additional profits and business expansion.

The International Time Recording Company, founded by Charles Flint, short time becomes the absolute leader in its industry. As for the Computing Scale Company, which Flint also took part in managing, its activities were not so successful. That is why Flint decides to merge these enterprises and believes that financial resources The International Time Recording Company will help solidify the position of the second organization.

In an effort to obtain a merger of manufactories that produce similar but non-identical products, which would help to significantly reduce the risks of doing business in a changing market environment, Flint carries out another merger: The Tabulating Machine Company, which was sold by Herman Hollerith in connection with with a sharp deterioration in his health. As a result of this merger of companies, the CTR holding is formed. In the future, the company producing tabulators will be taken as the basis of CTR and will play a decisive role in its development, which is why it is worth considering the history of its formation in more detail.

In the 1880s, Herman Hollerith, founder of The Tabulating Machine Company, invents equipment for working with punched cards. Such devices, called tabulators, were capable of performing numerous data counting operations. The successful use of Hollerith's tabulators by the Baltimore Department of Public Health and the Surgeon General's Unit of the War Department prompted Hollerith to enter a competition to select devices for use in the census process. As it turned out during the competition, when performing the given calculations, Hollerith's equipment spent much less time than competitors' devices, as a result, a contract was signed with the creator: the tabulators invented by Hollerith were chosen for use in the US census in 1890.

After the census, the equipment becomes widely used in other American companies for the purpose of fast data calculation, and Hollerith receives several awards, which allows him to create the Tabulating Machine Company in 1896 to sell his own products. Hollerith's company was an example of a traditional enterprise that uses labor-intensive technologies to create computing devices. Hollerith both occupies the role of director of the enterprise, and is its owner. Based on this, we can conclude that The Tabulating Machine Company at the stage of its formation has a functional organizational structure.

At the first stage of development, CTR produces various devices in their application: scales, watches, automatic meat slicers and coffee grinders, which, according to Charles Flint, helps to reduce the risk of ruin in the event of a sharp change in demand for the company's products, and also allows you to significantly increase income in favorable conditions for doing business.

On this stage, despite the mergers made by Flint, The International Time Recording Company, Tabulating Machine Company, Computing Scale Company do not completely lose their independence and continue to sell their products independently. From this it follows that, as before the merger, labor-intensive technologies prevail, but already at this stage, due to the expansion of the scale of the business, which requires increasing labor productivity, CTR begins to make the transition to the use of capital-intensive technologies.

With regard to strategies, the company in this time period is more likely to protect previously made investments, as evidenced by the mergers of enterprises produced by Charles Flint, which means that the company resorts to the use of horizontal integration within defensive strategies.

In addition, the production of computing devices is organized within only one product line. Considering the technologies and strategies used by the company at this stage, we can conclude that CTR is characterized by a functional organizational structure. However, already at this stage, top management is separated from the owner of the company. (fig.1)

Stage II Thomas Watson Sr. is a director of the company.

The second stage in the development and formation of the company begins with the arrival of Thomas Watson, who managed to bring the company to a new level.

First of all, Thomas Watson makes a significant change in approaches to personnel management and pays more attention to the buyer. From his point of view, the right approach to people brings more results in doing business than investing in capital. That is why scientific management is being applied in the company: managers seek to find an individual approach to each employee based on his personal qualities, skills and abilities, find ways to motivate him to maximize labor productivity, and also encourage decent results, which allows employees to see in the management of their chief assistant.

In 1916, Watson invests in staff education, and there is also a practice of retraining workers when market conditions change. According to the head, educated employees will be able to meet the needs of the buyer with great success, which will positively affect the number of customers of the enterprise. In addition, Watson insists on the neat appearance of his employees. This approach to personnel management is successful for CTR because it helps to maximize productivity through both training employees who put their knowledge into practice, and following the preferences, tastes of customers, and also treating them carefully.

CTR is gaining great success in the market. In 1919, the company's profit is $13 million. The reason for this is the following policy in relation to the production and marketing of its products, pursued by the company: CTR focuses on the production of large counting systems, produced to order both for the state and for private consumers, while CTR competitors are more focused on mass production of inexpensive typewriters for office space. Also unlike other companies competing in this industry, CTR provides an opportunity for leasing. This policy of the company allowed it to sell products in conditions of less competition.

During this period, when buying tabulators, the company also requires its customers to purchase special cards, which cannot be used with devices manufactured by other companies, making it virtually impossible for customers to purchase and test CTR competitors' products.

CTR also enters into a cross-licensing agreement with its main competitor, Remington Rand, which can be viewed as a defensive strategy, as this agreement limits the entry of other companies into the market, and therefore aims to maintain and protect previously made investments.

These steps towards the elimination of competition in the market by IBM lead in 1932 to government intervention in its activities. The trial in this case ends in 1936: due to the fact that 85% of computing devices are supplied to the market by IBM companies, the company is accused of monopolizing the industry - the company is prohibited from related sales. However, this limitation does not affect the well-being of the organization.

At this stage, on the contrary, the state provides great assistance in the development of the enterprise: during the Great Depression, the company fulfills government orders that support the demand for the company's products during the economic crisis.

So, for example, the US Congress adopted the Social Security Act: the problem arises of the need to draw up information on the employment of a large number of the population in the near future. It is IBM that undertakes this work and successfully copes with the task, which favorably affects not only the company's income, but also its authority. In addition, in 1935, the Social Security Administration placed an order with IBM for the production of more than 400 computers, as well as 1200 perforators.

The company at this stage brings huge profits. In 1928, its income, like that of Ramington Rand, was $5.3 million, but the sales of the main competitor IBM were almost three times higher.

With regard to the technologies used, in connection with the improvement of the products offered, CTR is completely moving to the use of capital-intensive technologies.

During this period, IBM's activities were characterized by both defensive strategies and offensive strategies.

In the course of expanding geographical markets, the company merged with the American Automatic Scale Company of Chicago in 1917, and in 1920 with the Ticketograph Machine Company. The takeover of companies that produce products in the same industry indicates the horizontal integration that takes place in the development of the enterprise. This fact confirms the defensive strategies used by the company at this stage.

To increase sales, the company begins to capture new geographic markets.

The following events from its history speak of the geographical expansion carried out by the company as part of offensive strategies during this period: in 1914, CTR opened a branch of the International Time Recording Company in France, in 1917 a sales representative was appointed in Brazil, but already in 1930 in San -Paulo and Rio de Jaineiro, IBM focuses its production capacity, at the same time they begin to sell in the Netherlands and Japan, and in China in 1936 a division of IBM China is created with a head office in Shanghai.

Due to the increase in influence on the world stage, the creation of subsidiaries abroad in 1924, CTR was renamed International Business Machines (IBM).

A change in business strategies at this stage of the formation and development of IBM has a direct impact on its organizational structure: the creation of branches abroad, complicate its management system, there is a transition from a functional organizational structure to a divisional regional one.

Stage III Growing influence. World War II 1938-1951

Great importance in the development of the company at this stage was played by the World War, in which IBM has significantly changed the way it does business.

During this time period, as in the early years of its existence, IBM pursued a policy aimed at creating favorable working conditions. In 1942, special programs were created for the training and employment of people with disabilities, piecework wages were excluded, which improved and stabilized financial position workers, and workers are also provided with payments, benefits, and an insurance system is being introduced.

To maintain supply, which increased in demand during the war, IBM is building a plant in Endicott, which allows not only to significantly increase the volume of output, but also to seize new commodity markets that are in demand during wartime.

During the Second World War, demand from both the state and private consumers increased significantly. Sales revenue tripled the company's revenue to $147 million.

The US military needed high-speed calculators capable of solving a number of problems related to ballistics and the creation of atomic weapons, the proceeds from the sale of which went to help the relatives of soldiers killed in the war. The need for equipment used for military purposes prompted IBM to develop and create a new device that went down in history as the world's first large-scale computing computer The Automatic Sequence Control Calculator (ASCC), the hallmark of which was a faster response to requests.

In 1945, Watson decides to open a scientific laboratory that allows him to improve his products.

In this period of time, when the demand for goods in a difficult economic situation on the part of private buyers is reduced, the company becomes dependent on government orders, which does not allow it to independently expand its products, create completely new models due to the possible risk in this case of a decrease in demand for goods. IBM is forced to produce only that equipment and those computers that are in demand from the US Government. This fact hinders diversification, investment in new commodity markets as part of an offensive strategy.

However, as in the previous stage of development, the company continues to expand markets, divisions appear in Spain, Thailand (1948) and India (1951). In 1949, the World Trade Corporation was created to manage trade abroad. Along with geographic expansion, the company has also engaged in unrelated diversification, namely investment in the production of weapons for government purposes, which increases the number of product lines. The technologies used by the company were still capital-intensive, however, in connection with the opening of laboratories, the company began to introduce scientific ideas into its developments. As for management, the organizational structure at this stage continues to be divisional and regional.

Stage IV Intensive growth and development of the company

This period of development of the company is marked by its intensive growth, transformation into a modern corporation.

In 1952, Thomas Watson Jr. takes over as President of the company, who will play a significant role in the development of the enterprise, turning it into a business giant.

First of all, after coming to the management of the company, Thomas Watson officially fixes all the unspoken rules related to respect for the personality of the employee and the buyer, which have prevailed since the inception of the company and provide a favorable environment for the enterprise.

Also, Thomas Watson Jr. continues to develop the company's capabilities related to production. He invests in the development of scientific developments, creates laboratories, complicates the technologies used. The reason for IBM's focus on the introduction of scientific technologies is the scientific and technological revolution that was taking place in the United States at the time under consideration.

The aggravated political situation in the world also contributes to the development of information technologies. In the conditions of the Cold War, the Government is aware of the need to use computers and supports their development, which has a positive effect on the development of the company.

The company begins collaborating with the MIT Lincoln Laboratory to design and build air defense computers. With the development of the Semi-Automatic Ground Environment (SAGE), IBM gains access to MIT research on the first digital computer. The company created six SAGE computers (the largest computers in the world), each of which cost $30 million.

Cooperation with the state in the production of special equipment, access to laboratories enable IBM to produce the first serial computer IBM 701, designed for scientific research and computing. Another significant difference between the IBM 701 and previous devices is the presence of a magnetic tape in it, designed to store information. The IBM 650, the IBM 305 RAMAC (with memory disk), the IBM 1401, and the IBM System/360 family of compatible computers were soon created.

In 1953, IBM creates the Heart-Lung Machine, with which Dr. John Gibbon successfully performs the world's first human open-heart surgery.

The year 1957 is included in the history of IBM as the year of the creation of the then most popular programming language FORTRAN (FORmula TRANslation).

In 1959, the company develops the world's first printer, which will be in demand until the 1980s, and three years later it implements the SABER ticket reservation system for American Airlines and the Selectric typewriter.

In 1969, using IBM computers, NASA landed a man on the moon.

Since at this stage IBM is making a big breakthrough in development, significantly improving approaches to creating equipment, as evidenced by the creation of laboratories, scientific research, and as a result, the design and launch of computers that perform complex tasks and are used for medical operations, like military, and accounting calculations, and even in astronautics, we can conclude that the company is beginning to widely use not only capital-intensive, but also science-intensive technologies.

At this stage, as in the previous ones, geographical expansion continues: the opening of offices in Singapore (1953) and Hong Kong (1957), the creation of a division in Egypt (1954), the placement of a research laboratory in Switzerland (1956). In addition, diversification is also taking place in the policy pursued by IBM: the company is expanding the range of products offered, increasing the number of product lines, since, in addition to computing devices, devices used for military purposes continue to be produced, and printers, typewriters, devices for medical operations.

Since more and more companies are starting to use scientific developments, and the number of product lines is also increasing, it can be concluded that at this stage IBM adheres to a matrix organizational structure, which contributes to a more harmonious interaction of enterprise departments with each other regarding the improvement of products, and management is also carried out both from the production side and from the design side, which deals with the introduction of new technologies.

Developer

Computers

The head of the company

Complementary goods

Project group

Marketing

Production

Developer

Marketer

Manufacturer

Stage V Computers become personal

This period does not start well for IBM.

In 1971, IBM loses its president, who skillfully managed its activities: Thomas Watson resigns due to a heart attack. Until 1981, Frank Carey takes his place, and John Opel holds the position of CEO. Under their leadership, with the creation of the IBM System 370, a more user-friendly and at the same time compatible with the IBM S/360 system, the company continued to grow until 1984.

At this stage, the improvement of manufactured devices also takes place: computers are beginning to be used not only for scientific purposes, but also in everyday life, which indicates the company's desire to protect previously made investments, distribute its products through defensive strategies. For the first time, portable computers, credit cards, as well as magnetic disks and floppy disks used to store information were created.

As for offensive strategies, in this time period, IBM is also investing in the creation of new, previously non-existent models of computers and devices. For example, in 1974 IBM produces Systems Network Architecture (SNA), a network protocol for computers. In 1980 - IBM 3380, a device that allows you to store about 2.52 billion characters. In 1981, the first personal computer is created, in which all the functions most desired by the consumer are assembled. The small computer has 128 KB of RAM and a color screen. However, the company's success is soon followed by failure. IBM decides to abandon the use of vertical strategies, namely the independent production of all the parts necessary to create personal computers, in favor of buying them from competitors. Thus, important components (operating system and microprocessors) are beginning to be purchased from the main competitors of Microsoft and Intel. This decision reduces the level of monopoly power exerted by IBM in the market for product sales.

With the arrival of John Aker to the management of the company, IBM begins to invest even more actively in the development of science, conduct research in the field of mathematics and physics, which will soon make it possible to make a significant breakthrough in technology, thanks to which it becomes possible to use banking services, as well as purchase services. of this or that product online - IBM is working on creating the Internet. Such a policy on the part of the company's management speaks of the widespread use of science-intensive technologies in the creation of products; in order to apply innovative solutions, it is necessary to accumulate and apply deep knowledge from various fields of science.

However, by the end of the 80s, IBM begins to fail, its revenues are significantly reduced: revenue falls from $5 billion in the 1980s to $3 billion. sales of PCs, HP is in the production of printers, Oracle is coping with the release software. The reason for such a serious failure is the massiveness of the company, causing difficulties in management and additional costs for its maintenance, which, of course, does not allow IBM to successfully compete with less diversified enterprises.

At this stage, IBM is increasingly using and developing science-intensive technologies in connection with the improvement of existing models and the creation of new devices and systems. As for strategies, IBM both invests in previously created product markets and creates new ones, i.e. combines defensive strategies with offensive ones. The organizational structure does not change and remains matrix.

Stage VI Return of leadership positions. IBM today.

The period under review begins with a change in the head of IBM. Louis Gerstner becomes CEO in 1993, thanks to whom IBM regains leadership in software development.

First of all, Gerstner manages to make the size and variety of products the main advantage of the company. He also begins to pay great attention to the development of the service sector.

Gerstner decides to "revive" units that have not been fully functioning for a long time. It changes the role played by IBM Research. This division has been engaged in developments for a long time, which as a result were not introduced into production and did not bring profit. So Gerstner decided to retrain his research staff into the service industry, specifically helping consumers solve problems they encounter while using IBM devices. Gerstner also pays great attention to the development of the Global Services division, which develops devices that best meet the growing demand of consumers, and the Systems and Technology Group, which improves the computers produced and expands the tasks they perform.

The policy pursued by Gerstner began to have a favorable effect on the economic performance of IBM already in 1994. This year, for the first time since the beginning of the 90s, the company not only does not generate losses, but also receives income. (Company loss in 1993 - $9 billion) This is mainly due to the mass use of the Internet, in connection with which IBM begins to sell the servers necessary to run the network, and also helps customers create their own websites. This move by IBM can be seen as a related diversification in connection with investment in products directly related to the core developments and technologies of the enterprise.

The successful development of IBM is also facilitated by the steps taken by the state in the direction of economic restructuring: the United States is striving to develop small-scale production that meets consumer demand, aims to expand the service sector, and also concentrates on creating high-tech products, which stimulates the growth of IBM, a rapidly developing company. exactly in this industry.

In 1994, IBM enters into an agreement with Cyrix to joint creation computer chips. IBM also acquires Lotus Development, which produces software. However, Lotus Development does not lose its independence, IBM only provides support to the company in development, while getting the opportunity to use the software produced by Lotus Development. In 1996, IBM acquires Tivoli Systems Inc., which develops tools for network management. In 1997, IBM acquired Unison Software, which operates in the field of computer systems management, and in 1998, CommQuest Technologies, a company involved in the development of wireless chips. The year 2002 enters the history of the company with the merger with the accounting firm PricewaterhouseCoopers, which brings the company significant profits to this day. Thus, the numerous acquisitions made by the company prove that at this stage the company resorts to defensive strategies, namely horizontally integrating with enterprises working on the production of the same products.

As for technologies, the company, as in the previous stages, continues to use high technologies, since the devices manufactured by the company require more and more precise developments and research. The organizational structure of the company is changing from matrix to network: the branches created by IBM throughout its history of formation, at this stage of development, operate with greater independence, however, they rely on a single information network of the enterprise and use management solutions, developing technologies that are developed by the company's divisions such , as Systems and Technology Group and Global Services.

The site reviewer studied the history of the Swedish company, which made furniture accessible to the widest segments of the population.

Furniture is an important part of creating home comfort, and it may seem strange that at the beginning of the 20th century, even in developed countries, many could not afford to buy it. Good furniture was quite expensive, and it was mostly wealthy people who could buy it, while the rest were content with what they had, or made it with their own hands.

Such circumstances were faced by a young Swedish entrepreneur Ingvar Kamprad, who became interested in the furniture business back in 1948. Most likely, he could not even think that this idea would allow him to eventually create a world famous brand with a turnover of more than $30 billion.

Ingvar Kamprad was born in 1926 and spent his childhood on his parents' farm. Already in early childhood, the boy was famous for his entrepreneurial abilities. At the age of five, Ingvar began selling matches to neighbors, having learned that they can be purchased much cheaper in Stockholm. The aunt helped the boy to buy the first batch of goods. Later, Ingvar will say that the moment when he sold his first batch of matches was the best childhood memory.

It will soon become clear that this was only a small warm-up before his further endeavors. Biographers of Kamprad say that the ability to trade was passed on to him from relatives on his father's side. Ingvar's grandfather had his small business- however, in the end, he almost burned out and committed suicide. The family business had to be restored by the grandmother, who significantly influenced the formation of Ingvar and even taught him several business lessons.

The unusually enterprising boy grew up, and his goals were more and more different from the interests of his peers. During his school years, Kamprad spent most of his time looking for new ways to earn money and did not spend the money he received on toys and sweets at all - instead he saved them. When relatives asked the boy why he needed so much money, he answered: "To expand the business." As a child, Ingvar tried himself in various fields, from selling matches to fishing.

By the age of 17, Kamprad had accumulated a good amount, after which he borrowed money from his father and opened his own company. IKEA is an abbreviation made up of the first letters of the entrepreneur's first and last names and the names of the farm and village where he grew up. It was 1943, the war rumbled all over the world, which, fortunately, almost did not touch Sweden. First, Ingvar set up a trade in essentials. The first model of work was the mailing of goods. The young entrepreneur was forced to combine work and study at the Getterberg commercial school, where, as he himself says, he learned a lot.

Writing utensils began to be in special demand at that time. To increase profits, the young man takes a risky step: he takes a loan of 500 crowns and orders ballpoint pens from France for them.

When the goods finally arrived, the entrepreneur realized that he needed to sell it as soon as possible in order to pay off the debt. The task was not easy, but Kamprad still found a way to lure buyers to his presentation. He gave a note to the newspaper, in which he promised to treat each visitor with a cup of coffee and a bun. Inspired by the proposal, people literally broke into his presentation. There were over a thousand guests, and it was a disaster. The young entrepreneur understood that he definitely needed to treat everyone, otherwise his name would suffer. With great difficulty, spending a lot of money, he still managed to do it.

The presentation of the pens was a great success and the product sold out very quickly. Ingvar first gave the loan and never took them again. He began to think about the importance of advertising in attracting customers - in the future it will become one of the main factors in the transformation of his company into an empire. Another consequence of this promotion It became mandatory to have a restaurant in every IKEA brand store.

In 1945, after graduating from commercial school, the young entrepreneur was sent to work as a clerk in the Forest Owners Association. Ingvar did not waste time here either: he obtained from one of the leaders the right to sell saws. The business model has not changed, the young man was forced to independently deliver goods for sale. Invaluable help was provided to him by relatives who supported all the undertakings of Ingvar.

A year later, Kamprad was drafted into the army. An active and very diligent young man quickly won the trust of the unit commander and received permission to take night leave more often. This allowed him to rent a small office and continue to run his own business.

In 1948, Kamprad thought about expanding his business. It dawned on him: furniture is what everyone uses in one way or another. The problem is that it was then quite expensive, and in order to earn money, it was necessary to make this product publicly available. According to Ingvar himself, the last argument in favor of working in this direction was that his competitors also tried to do it. In the same year, IKEA expands: the head of the company, who is also the only employee, having despaired of working in so many areas on his own, finally hired the first employee. By 1950, the company already had four employees.

Kamprad spent all his time trying to find cheap furniture - at first it was a variety of small industries who could not break the high price. Its competitors also tried to lower the cost, but could not offer the same prices as IKEA. Over time, Ingvar's approach changed, and instead of reselling furniture, he began to buy individual parts and assemble them in his own small factory, which further reduced prices. Then the famous formula of Kamprad appeared - it is better to sell 600 chairs inexpensively than 60 for a lot of money.

Soon a wave of discontent arose, signifying the beginning of serious competition. At first, the company's products were no longer allowed to furniture fairs, where they usually presented all the new products. Kamprad had to sneak into these events by stealth, hiding in the back seat of a car. The fight against IKEA reached the point of absurdity: once Ingvar was fined for selling products at an exhibition that took place in his own building.

Kamprad was not going to give up, and the competitors realized that he could not be stopped by such methods. They took the last possible step, threatening the suppliers to boycott the young entrepreneur. But that didn't help either. This was due to the original entrepreneurial approach of Kamprad, as well as the unusual popularity of the company's products in Sweden.

Such fame became possible thanks to the innovations that Ingvar introduced into the business. The first of these was the promotional booklet "News from IKEA", aimed at people with small income, - the prototype of modern catalogs, which was supposed to attract customers. For the first few years, the booklet did not advertise furniture at all, but familiar handles for writing.

In addition, the cheapness of the products sold and Ingvar's ability to negotiate with suppliers helped out - some of them collaborated with the young entrepreneur, despite all the prohibitions.

history of the companyApple(Apple) started in a garage, like many other American startups. Its founders are two friends: and Steve Wozniak.

Friends began to collect computers and sell them. After a few dozen of them were sold, they formalized their business by creating a company Apple Computer Inc.. It happened April 1, 1976.

Until 2007, the company had its original name. Since 2007Computer" was removed, as the company began to work not only in the field of computers and software, but also in household appliances.

"First personal"

The advantage of a computer Apple was that he was actually the "first personal" for real. An older brother « Altair" could handle only the most basic tasks. Jobs and Wozniak managed to create a more advanced machine.

Apple II

After the first success Apple company quickly began to gain popularity. Released in 1977 AppleII has become truly massive. It was originally released with 8-bit operating system, and a little later - with 16 bit.

Late 70s - early 80sXX century Apple II and their modifications were the most common in the world personal computers(PC). Over 5 million Apple II computers have been sold worldwide.

Listing on the NASDAQ stock exchange

In 1980, one of the largest in the history of the stock market (at that time) the company's initial IPO took place - Apple Computer Inc. started selling its shares. The company's shares are traded on one of the world's largest stock exchanges - NASDAQ.

A difficult stage in the development of Apple

In the spring of 1981, Steve Wozniak was in a plane crash, and was forced to retire for a while. In addition, there were problems with sales. Apple III. All this led to the fact that Jobs was simply forced to fire about 40 Apple employees.

Journalists and all media have already sentenced businessApple to death. This is where the history of the company should have ended...

New company president

Early 1983 Steve Jobs invited to the position of president of Apple John Scully who at the time held a similar position in PepsiCo. It was hard for Jobs to manage the company's affairs on his own.

As a founder, Jobs felt deeply about the company's failures. He perceived them as his own, so misunderstandings and various frictions began to arise between him and Scully.

First Macintosh

In 1984, Apple first introduced a new 32-bit computer. Macintosh. It was a real breakthrough in the history of the company's development. It was thanks to the Macintosh that the company mainly made a profit in the future.

For two decades, the company has produced Macintosh computers based on Motoro processors.lla, equipped with a proprietary operating system. This platform is released only under the "Apple" brand without any third party licenses.

Crucial moment

In 1985 2 important events happened in the history of the development of Apple:

US President Ronald Reagan presented the founders of the company with medals for a powerful technological breakthrough.
Steve Jobs, who disagreed with the board of directors of the company, left his post.

lingering fall

After the departure of the founder and spiritual leader the company continued its decline. Although various measures have been taken to release products other than PC, further development they didn't get it.

By 1997, Apple was on the verge of bankruptcy - its debts amounted to nearly $2 billion.

Return of Steve Jobs

Perhaps the history of Apple would have ended at the turn of two millennia if not for the return to the post of head of the company's founder, Steve Jobs.

In 1997, he returned, and by the end of 1998, the company began to show the first small profit, removing the stigma of "bankrupt" from himself. It was a real success for Apple and Jobs.

To the new millennium with new technologies

On the threshold of the third millennium, the revolution in the world of new technologies was in full swing. Steve Jobs "caught the wave" and began to bring Apple to new product markets:

In 2001, the company introduced an audio player iPod which quickly gained popularity.
In 2003, the company opened iTunes Store is a popular online supermarket for digital audio, video and gaming content.
Entered the market in 2007 mobile phones with touch smartphone iPhone.

New heights

Having noticeably squeezed competitors and taken a strong place in the market, Apple continued and continues its development, which, however, decreased in 2016.

In 2010, the market was released iPad tablet computer.

The release and sale of products such as the iPod, iPhone and iPad, which were in high demand around the world, improved Apple's financial position, bringing the company a large profit.

Important milestones in the history of Apple development in recent years

In August 2011, Apple first became most valuable company world by market capitalization, beating oil company ExxonMobil, until the end of the year they changed places more than once, but since January 2012, Apple managed to gain a foothold in the first line for a long time.
On September 21, 2012, Apple shares during trading reached their maximum - $705,07 per share, capitalization amounted to $662.09 billion.
In 2013, Apple pioneered mass production 64-bit ARM architecture chips by releasing 64-bit 2-core microprocessor Apple A7.
In 2014, the corporation introduced its first personal, wearable device - Apple Watch. On November 13, 2014, Apple again broke its record in the stock market - its capitalization was $663.43 billion.

In 2016 at the annual conference WWDC-2016 Apple announced that the brand's devices will work on the principle of end-to-end encryption: information will be encoded on the device that transmits it and decoded by the receiving gadget.
This is planned to be used when making voice calls, as well as on the new messenger.

Introduction

Development of economic and social relations, the expansion of the network and enterprises and the increase in their size, the emergence of new links between enterprises and industries, the increase in the flow and volume of information - all this has led to a sharp complication of managerial tasks.

The complication of the tasks solved in the field of management, in turn, led to a change in the nature of management processes.

Modern leader should be able to make decisions in situations characterized by numerous factors and interconnections. Therefore, management tasks required new methods of solution.

The use of computers significantly increases the efficiency of management, but it assumes the active participation of a person in the management process. It is he who makes the final decision on the basis of an assessment of various calculation options, taking into account the additional data at his disposal.

Production and technological practice is an organic part educational process and aims to consolidate and deepen the knowledge gained in the process of theoretical activity, to involve the student in socially useful work and to link the theoretical knowledge gained with the real conditions of production.

Industrial technological practice should be carried out at basic enterprises (organizations) under the guidance of experienced specialists.

During the production technological practice, student interns work according to the regime established for this enterprise and obey the rules internal regulations this organization.

aim production and technological practice is the study by students of a real enterprise and working conditions on it, obtaining applied skills in the development and maintenance of programs, studying information flows and workflow, ways of storing and processing information, collecting materials for a report and preliminary selection of a probable topic for a graduation project.

In addition, during the internship, student interns must also take an active part in the social life of the enterprise.

Brief history of enterprise development.

Kazelectromash LLP was founded in Semipalatinsk in 1991. as an enterprise whose main activity is the implementation of a wide range of electrical installation works, from the installation and commissioning of transformer substations to the construction of overhead and cable power lines.

Over the years of work in the field of electric power industry, using the electrical installation sites of Kazelectromash LLP, it has installed more than one hundred kilometers of cable lines, more than one hundred kilometers of overhead power lines, tens of kilometers of outdoor lighting lines have been put into operation, the engineering and technical personnel of the enterprise have carried out construction and further Maintenance more than 50 transformer substations.

A new milestone in the history of the development of the enterprise was 1993, when a technological line for the production of cable and wire products was purchased and installed, based on the use of drawing aluminum (copper) wire rod to the required cross section and coating the finished wire with insulating plastic using the extrusion method. All installed equipment is modern, easy to operate and set up, and has proven itself among similar types of equipment. In 1994, as a result of the installation of cigar-type twisters, the range of products was supplemented with non-insulated wires of A, AS, PS grades. Today's achievement was the commissioning of a line for enameling wires.

In recent years, Kazelectromash LLP has become modern enterprise for the production of cable and wire products, equipped with first-class equipment, which currently produces installation wires of the APPV brand with 2, 3-core sections from 1.5 to 4 mm2, power cables of the AVVG, VVG brands with sections from 2.5 to 35 mm2, non-insulated wires of AC, A and PS brands enameled wires.

At present, Kazelectromash LLP has the production and technical capabilities for independent electrical installation work anywhere in Kazakhstan. A wide range of products, short lead times, affordable prices and a flexible system of discounts have allowed the company to gain a foothold in industry market to acquire permanent partners.

Director of Kazelectromash LLP Raspopin Vitaly Leonidovich sees the immediate prospects for the development of the enterprise in increasing production volumes by expanding the sales market and acquiring new partners, both in Kazakhstan and abroad, as well as in developing new types of products, introducing modern species packaging.

2. The structure of the enterprise in graphical form. Relationship of departments

Department functions:

1. Founder - founder, organizer, participating in the formation of property and having assumed obligations in accordance with the constituent documents, finances the activities of the enterprise, receives a percentage of the profits, makes financial and property contributions to the capital of the company, acquires property.

2. Director - controls the progress of the tasks.

3. Accountant - a specialist who maintains trading and accounting books according to accounting rules, controls the income, expenses of the enterprise and calculates wages employees.

4. Employees - the rights and obligations of a person who has entered into labor Relations with an employment contract. A person who has concluded an employment contract has the right, in accordance with Article 2 of the Labor Code: to working conditions that meet the requirements of safety and hygiene; for compensation for damage caused by damage to health in connection with work; for equal remuneration for equal labor without discrimination of any kind and not below the statutory minimum size; for rest provided by the establishment of the maximum duration of working hours, a shorter working day for a number of professions and jobs, the provision of weekly days off, public holidays, as well as paid annual leave; to join trade unions; on social Security by age, in case of disability and in other statutory cases; for the legal defense of their labor rights. The employee as a party to the labor contract is not only endowed with rights, but also assumes the performance of duties. The employee must: conscientiously perform labor obligations; observe labor discipline; take care of the property of the organization; comply with established labor standards. These obligations are specified in the laws applicable to separate categories workers, in other regulations, as well as in labor contract. If an employee assumes the obligation to combine professions, perform related operations, then the labor contract contains a list of these works and their volumes.