Essay on Management and Academic Integrity Policy

Ethics are the principals that build an individual’s character and integrity. It is the code of conduct that a person lives by; it is the way that a person conducts themselves when no one is around. Stealing, lying, and cheating are wrong, yet every day in the workplace these issues occur. Growing competition lends to the need for people to do what they can to get ahead and stay ahead. Ethics are pushed to the side as people try to gain power or to stay out of trouble, all at the risk of tarnishing their character. This same mindset has spilled over into Academia. A student’s desire to successfully earn a degree by any means necessary has caused educational institutions to address these ethical issues by setting policies in place to combat academic dishonesty.

“I pledge on my honor that I have not violated the Appalachian State University Academic Integrity Code.”

Prior to completing the Academic Integrity Program, I thought academic integrity was as simple “not cheating.” I considered it a policy solely implemented to ensure that students learned the material. To me, cheating was mostly plagiarism, or trying to pass off someone else’s work as your own. It was not until I completed the program that I began to understand the long-term effects of cheating on the peers, the professor, and the institution. Now, I understand that cheating affects not just me, but also the other students in my courses and the university’s reputation. I also understand the reasoning behind the university’s strict policies regarding academic integrity violations, as they are in place to protect the student, the classmates,

Present CEO and chairman of the board Michael Dell founded Dell in 1984, as a leading technology provider that designs, develops, manufactures, and supports PCs, software and peripherals, storage and servers, and associated services. With operations in four geographic areas and additional business centers and manufacturing sites in more than 20 locations around the world, Dell is able to reach more than 24,000 retail locations worldwide. Dell’s ability to process in-depth customer knowledge and the tailoring of solutions to the specific customer, through a direct customer sales model, catapulted the company in 2008 to the top PC provider in the United States and second worldwide in terms of sales.

On a research paper, how much information can you “borrow” with or without citing the original author?  How do you cite the resources you “borrowed” or quoted from the original author?  Will anyone know if you submit a friend’s research paper?  No one can see you taking an online test from your living room – should that change how you take a test?

In 2008, Dell Inc. had grown from a $1,000 startup called PC’s Limited to a company that had $ 61 million in revenues. ("Dell 's net revenue 1996-2013 | Statistic") Dell Inc., formally known as Dell Computer Corporation, was started and headed by Michael Dell until 2004 when he stepped down as CEO. Michael Dell went from being a college drop out to becoming the youngest ever CEO of a Fortune 500 company, not to mention becoming a multibillionaire in the process. ("Dell Inc. History") However, the successes of his company would not last after he left in 2004. ("Dell 's net revenue 1996-2013 | Statistic") This faltering of company performance prompted Mr. Dell’s return to the helm of the company in 2007. ("Dell Inc. History") This case analysis will examine the initial strategies Mr. Dell used to grow his company and the impacts that these decisions would have on Dell Inc. as it faced uncertain conditions in 2008.

According to Michael Cannon, Dell's President of Global Operations, the key differentiators that have made Dell so effective for nearly two

From the early 1990s until the mid-2000s, Michael Dell and his company thrived in the

1. a. In a span of 20 years, from 1984, Michael Dell became the leader of one of the most profitable and innovative organizations in the world. The meteoric rise of Dell Computers Corporation was largely a result of some innovative strategies and perspectives and reveals a new model for doing business in the information age. Discuss the major mistakes made during this period and the resulting lessons learnt by Dell.

Michael Dell, founder of Dell Computer Corporation had his humble beginnings in the computer industry when he began selling personal computers directly out of his dorm room. This impressed upon him that this was the path to take in his professional life, he started his company in 1984, registered as Dell Computer Corporation. Krames, (2003) Unlike other computer companies at the time, Dell was heavily focused on the end user, the consumers who would actually be purchasing the computers. By placing the emphasis on the consumers instead of big box stores to sell his product he brought a new way of selling computers to the industry, which was an uncommon way of doing business at that time. This is a notable contribution to the computer

Business the Dell Way, by Rebecca Saunders studies the leadership and entrepreneurial skills of Michael Dell and his influence over his organization 's success. The Book brings into light an array of leadership secrets critical for any business. Michael 's interests and business ventures during his school days and his entry into the computer business are also explored. The book also states some criticism on Michael Dell. Rebecca Saunders

It started 21 years ago, when he was ditching classes to sell homemade PCs out of his University of Texas dorm room. Michael Dell was the scrappy underdog, fighting for his company's life against the likes of IBM and Compaq Computer Corp. with a direct-sales model that people thought was plain nuts. Now, Michael Dell is worth $17 billion, while his 40,000-employee company is about to top $40 billion in sales. Yet he continues to manage Dell with the urgency and determination of a college kid with his back to the wall. "I still think of us as a challenger," he says. "I still think of us attacking."

According to Michael Treacy and Fred Wiersema, writing for the Harvard Business Review, Dell did three things:

Dell has proven to be a very successful entrepreneur as well as manager in his own company. Not all business owners have been able to successfully manage and operate a company of that size. Through tough decisions and learning experiences, Dell has evolved into one of the best managers of the past 100 years and has

Dell’s climb to market leadership was the result of a persistent focus on delivering the best possible customer experience. Direct selling, from manufacturer to consumer, was a key component of its strategy (2002).