Intel Prepares Its Top LeadersGroup 4 case studyOverviewIn
spring of 2005, Paul Otellini becae t!e new "#O of t!e Intel$ In
fact, according to t!e article, Otellini is t!e %ft! !oegrown "#O
to run t!e Intel since its launc! in &'(), w!ic! suggests t!at
t!ere*s an +Intel inside, aspect to its anageent forulas as well as
its !ig!-perforance c!ips$ To recruit t!e "#O fro t!e inside sees
to wor. well for Intel, and actually it is a sound policy$/tateent
of t!e Proble0ow would 1r$ Otellini direct t!e Intel*s operations
as a nontec!nically oriented leader to grow and groo for t!e
continuu success2 SWOT analysis/trengt!s3nticipation of Own
#ployee+Two in a 4o5, Practice6ea.nessesLac. of 7egree of
#ngineeringIndividual PressureLoss of Two 4est
#ployeesOpportunityInitiation of 8ig!t 9 0and TurnT!reatPotential
/tressorsAlternative Courses of Action3lternative "ourse of
3ction&$ 1r$ Paul Otellini ust en!ance !is ability to inspire
and otivate !is followers to !ope for t!e best on ac!ieving
greaterresults t!an originally planned by t!e organi:ation t!roug!
understanding and predicting !ow people will react to events and
e5ternal variables .nowing t!e causal e5planation by considering
t!e leader 9 eber e5c!ange of be!avior to e5press a soot!
interpersonal relations!ip and developent of
followers$3dvantagesT!ere would be an open counication and
participation between a leader and a eber for e;ective
productivity$T!e follower*s s.ills and ability to do a
