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Essay / Research Paper Abstract
A 7 page paper. Chambers became CEO in 1995 and added Chairman of the Board in 2006. This paper describes Chambers and some of what he has done at Cisco over the years. The paper discusses his characteristics, leadership style, relationships with others, innovations and other accomplishments. Bibliography lists 6 sources.
Page Count:
7 pages (~225 words per page)
File: ME12_PGchmcsc.rtf
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Unformatted sample text from the term paper:
appointed chairman of the board in 2006 in addition to being CEO. Chambers is one of the most respected CEOs in the country. Chambers is also known as the best
salesman Cisco has and has been since he first joined the company. This man is also referred to as the CEO of the future. There are not many CEOs who
get so much praise from within the industry. Chambers has won many awards over the years. In 1999, Business Week called him "Mr. Internet," saying he was one of the
top 25 executives in e-business. In 2000, the U.S. Internet Council awarded him the Internet Industry Leader (ICMR Center for Management Research, 2009). By the end of 1999, Chambers had
led Cisco into the market leader position in 80 percent of the product lines the company made (ICMR Center for Management Research, 2009). And, the company was in a close
second position with all their other products (ICMR Center for Management Research, 2009). Transforming Cisco into a leading e-company was just one of the visions Chambers had and accomplished (ICMR
Center for Management Research, 2009). And, he increased Ciscos profits ten-fold in his first five years as CEO (Murray, 2000). He made major changes in human resources, too. In
an interview in October 2008 with a writer from Harvard, Chambers commented that the command-and-control stance many leaders were adopting as the economy collapsed was the wrong way to do
business (Fryer, 2008). He called the authoritarian style a "stumbling block for leaders" (Fryer, 2008). His idea was to go into meetings and listen to the people for ten minutes
and he would then decide what to do (Fryer, 2008). He commented that changes are so rapid that it is essential for companies to be nimble and have the capacity
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