Dell Computer Corporation is the world's leading direct computer systems company and a premier supplier of technology for the Internet Infrastructure. Dell was founded in 1984 on a simple concept: by selling directly to customers, Dell could best understand their needs, and efficiently provide the most effective computing solutions to meet those needs. Dell is headquartered in Round Rock, Texas, near Austin. The corporation revenue for the last four quarters totaled $25.3 billion. Today, Dell is ranked No. 2 and one of the fastest growing computer companies worldwide, with more than 36,500 employees around the globe. The company ranks No. 1 in the United States, where it is a leading supplier of PCs to business customers, government agencies, educational institutions and consumers. Dell’s management has played a key role in its success (Diaz, 2003).

Our team looked at Dell’s mission statement and found that Dell and its management team is focused on rapid change, globalization, technology, e-business, innovation, diversity, and ethics.

Managers today make business decisions based on their company’s goals, objectives and action plans. Rapid change in the telecommunica

Dell is known for thinking outside the box. Dell didn't grow to be a $40 billion company in 19 years by trying to do everything alone. Why should they want to reinvent things that they could get from someone else? Entrepreneurial rising star Michael Dell pioneered the direct-sales model for computers and took the company from his dorm room to the top of the PC heap by keeping it focused on a simple formula: eliminate the middleman and sell for less. Dell's built-to-order boxes allow for lower inventories, lower costs, and higher profit margins, elements that leave Dell well armed for price wars that characterize the unstable personal computer sector (Diaz, 2003).

Dell has adopted the team approach to managing diversity. More than 1,500 U.S. executives, managers and employees participate on cross-functional teams to establish business unit and corporate priorities, exchange best practices, and promote business unit/corporate accountability for managing workforce and marketplace diversity in pursuit of Dell's business objectives. Dell's diversity team of executives who provide direction, vision, mission and corporate goals for Dell employee Diversity Action Councils and business unit steering committees. Dell had the first African American board member ten years ago, and there have been minorities and women at the VP level for at least that long. Culture change is what makes the rest of the effort successful, since Dell is a data-driven company; metrics and accountability have naturally been built into the model. Four imperatives drive the Dell diversity vision: to get access to the best talent, to minimize unproductive tensions in a diverse workforce, to meet government requirements for workforce diversity and relationships to small businesses, and to support diversity in a global context as Dell expands its business base worldwide (T. Woodard, 2003).

The Premier website, Dell.com, is unique to each of Dell's corporate and public sector customers. The core to Dell’s E-business success is 60,000 customized Premier Dell.com websites that Dell provides to its customers. It contains all aspects relating to the company's relationship with Dell, including negotiated pricing and catalogue, order status, management reports and customized technical support (“Dell,” 2003).

Within the last twenty years or so computers, faxes, mobile phones and their accessories, handheld, digital devices, the intranet as well as the Internet has enhanced businesses and impacted the way organizations do business. All organizations rely heavily on technology. This technology has become a significant body part to the private sector, public sectors and the general public. Products that are offered by Dell include equipment for home and home offices, small medium and large businesses, government, education and healthcare. Dell al

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