Running head: TEXAS INSTRUMENT INC. Texas Instrument Incorporation - Management to Success Texas A&M at Commerce 1 TEXAS INSTRUMENTS INC. 2 Texas Instruments Incorporation - Management to Success Company Overview Texas Instruments Incorporation (TI) is a global semiconductor design and manufacturing company. TI's headquarter locates in Dallas Texas. TI is operating over 35 countries and serving more than 100,000 customers over the world. With more than 30,000 employees globally, TI offers about 100,000 analog integrated circuits (ICs) and embedded processors with software and tools (Texas Instruments Incorporated, 2016). TI won 2016 Forbes award as the America's Best Employer to work for and is rated as one of the top 50 Happiest Companies to work for in the US. Its diversified working environment is rewarded with the World's Most Ethical Companies, 100 Best Corporate Citizens and The Top Company for Executive Women (Texas Instruments Incorporated, 2016). The company has $3.27 billion revenue and $779 million net income in the second quarter of 2016. Its free cash flow is $3.6 billion. TI spent $585 million in capital expenditures and $345 million for research and development activity. TI's revenue segments include $2.04 billion for analog, $755 million for embedded processing, and $474 million for others. For 12 months, ended June 30, 2016, using the non-GAAP method, TI has total revenue of $12.9 billion and $3.87 billion of free cash flow (Texas Instruments Incorporated, 2016). TI has a very challenging and competitive landscape with more than 24 top competitors over the world. TI's top four competitors include Intel Corporation, Taiwan Semiconductor, Qualcomm Incorporation, and AMD. TI competes with Intel Corporation and Taiwan Semiconductor on chip manufacturing, Qualcomm Inc. on mobile handsets and AMD on processors (Morningstar, 2016). TEXAS INSTRUMENTS INC. 3 Identification and Discussion of Management concepts using P-L-O-C framework In P-L-O-C framework, Planning function belongs to strategy formulation, which takes into consideration ideas of vision and mission, strategizing, and goal and objectives. The strategy implementation includes Organizing, Leading, and Controlling. The organization design, culture, and social networks are characterized by organizing function. The leadership, decision making, communication, groups or teams, and motivation are under leading function. The controlling function includes systems or processes and strategic human resource. Each organization grows according to the five stages of the Group Development Model such as Forming, Storming, Norming, Performing, and Adjourning (Carpenter et al. 2016). Planning Starting with the oil and gas business, TI, then, emphasized on electronics for the defense system. The innovation of integrated circuit led TI into the semiconductor business that creates microprocessors and digital signal processors. With more than forty thousand patents, TI became a global semiconductor company that designs and manufactures analog ICs and embedded processors (Phipps, 2012). The novel technology and the exceptional visions of TI's creators in their people brought the company to become one of the top companies to work for. Their mission is through innovative designs and manufacturing of analog and embedded processors, which helps to solve world problems by making it a better place to live: smarter, safer, greener, healthier and more fun (Marriott, 2012). TI foresees that people are the key driver to meet corporate's and shareholders' needs. TI trusts that great corporate administration is imperative to long-term success. TI aims for quality innovative products and dedicating responsibility for managing the exceptionally large number TEXAS INSTRUMENTS INC. 4 of innovations to success. TI exhibits capable and moral business practices to aim for quality as the business goal (Schumacher & Wasieleski, 2012). Living in a highly competitive environment, TI fully understands its strength, weakness, opportunities, and threats (SWOT) for setting the corporate's strategy (Carpenter et al. 2016). The company focuses on its strength in research and development (R&D) competencies to bring ideas to novel products to push its revenue and market share. TI has powerful assembling capacities in the analog business sector and strategically expanding end markets and geographic range. TI's only weakness is a lack of scale compared to its competitors such as Qualcomm Incorporation and Intel Corporation. This weakness sets TI to a disadvantage of obtaining the substantial contracts and large-scale developments (MarketLine, 2015). The company has the opportunity for growth in the coming years with a wide range of analog and embedded processing semiconductor products to the rapid progression of global automotive semiconductor market, especially with the consumers' high demand and high expectations of next-generation car such as emissions control and safety. Increasing global adoption of long-term evolution (LTE) standards is another opportunity for TI to increase its revenue and market shares especially on its robust fast data transferring portfolio which is a solution for the communication industry. TI also has an opportunity for growth in the internet of things (IoT) market with its nodes, gateway, routers, cloud, low power wireless connectivity solutions, and light compact power battery management solution (MarketLine, 2015). TI's threat includes its operation in a highly competitive environment, which drive to pricing pressures and thus hurting its profitability. The company also operates with a severe regulatory environment of complex laws, regulations, and policies from international politics and economics. Fluctuations in exchange rates and interest rates are also a threat to TI's global TEXAS INSTRUMENTS INC. 5 operations due to its global uncertainties, variations of a local business condition and geopolitical business condition (MarketLine, 2015). Basing on the SWOT analysis, TI's strategy of growing long-term business is to use its advantages of strong innovation and R&D to reach the customers before its competitors. Learning customers' needs, helping them to improve or to get opportunities to the market at the start. TI heads perfect execution with quality to satisfy its customers in making new and creative headway for their future applications (Schumacher & Wasieleski, 2012). Organizing TI's organization design includes 10 executive officers ranged from CEO to Senior Vice Presidents. Rich Templeton is currently a Chairman, President, and CEO of Texas Instruments Incorporation. The 12 board of directors includes Ralph Babb, Mark Blinn, Daniel Carp, Janet Clark, Carrie Cox, Jean Hobby, Ronald Kirk, Pamela Patsley, Robert Sanchez, Wayne Sanders, Richard Templeton, and Christine Todd (Texas Instruments Incorporated, 2016). Under a Functional Departmentalization Structure, directed reporting to CEO (Rich Templeton) are CFO (Kevin March), Information Security (Mike Schiller), Business Operations (Brian Crutcher), Marketing (Preethi Sundaresan), Communications and Investor Relation (Terri West), Human Resources (Daria Whitaker), Secretary and Legal (Cynthia Trochu), Technology and Manufacturing (Kevin Ritchie) (Carpenter et al. 2016). TI trusts that workplace diversity energizes innovation and makes its organization stronger. The company believes one mind can resolve the world's issues is effectively great, yet a team of minds is infinite. TI's core values are honesty, innovation, and commitment. These qualities establish the framework of TI's culture. TI believes in doing the right things, push innovation to its limits to solve issues and create products that improve the world, commit to TEXAS INSTRUMENTS INC. 6 protecting nature, build better communities, and respect and value each other. TI is not only wanted to keeping its promise but also committed to winning and aims for extraordinary expected performances (Curtis, 2011). TI implements diversity and the inclusive working environment by praising a wide range of cultures and perspectives exemplified in its workforce and endeavor to develop a comprehensive area in which every individual can succeed. The diversity working environment is the key to increasing employees' performance and company's outputs. When people recognize the organization's culture is to support, prioritize, and treat employees well, they mentally feel feasible for freedom practices and give a full working ability to contribute to the organization's success. However, the disadvantage of using this structure is the difficulties for the organizations to make a decision on building diverse working environment inside their association since it requires money and asset responsibilities to ensure its implementations (Chrobot-Mason & Aramovich, 2013). Leading The experienced, diversified, and independent board of directors is devoted to and is accountable for directing the global business strategy. Their consolidated qualities of a servant leader, foundation, and speculation help them as they manage the company to ensure the created diversity spiritual working environment allows people to practice to meet its performance on the current and future business strategy. They are responsible for planning the next generation of leaders in light of the best advantages to shareholders (Williams et al., in press). As TI's focus on using its innovation advantages, the board directors decided to hold the CEO accountable for directing and funding the company's R&D to ensure innovative ideas are generated and turned into new products for sale (Perel, 2002). Looking for innovative problem TEXAS INSTRUMENTS INC. 7 solvers requires a diversified point of view, and it's up to the next generation's thinkers to shape the future of the world. Understand this critical aspect to the company's future, TI's leaders made the decision to generate and discover the innovations and innovators across the board. TI made a critical decision to promote and support Science, Technology, Engineering and Math (STEM) education programs in the communities. TI is enthusiastic about engaging young innovators and reassures all students, including young ladies and minorities, to become problem solvers and to generate innovations for TI's future (Burton, 2010). Communication is the key driver to success. TI's board of directors make sure their visions are well received annually by executive officers so the company goals and standards are well communicated across the board from higher level management to each employee for implementation. The communication network flows daily from upper-level management's decision making to their workers and aligns with the business' goals. Each of TI's members practices according to the code of conduct and ethics standards. Through an exceptional company website, TI shows its business conducting and its great treatments for employees across the board. The website is the main communication tool to TI's customers (Perel, 2002). TI promotes a teamwork environment and open communication. About half of TI's workforce involves in designing and manufacturing of quality products. Providing a spiritual workplace for the diversity workforce, TI built a self-directed teamwork environment with responsible individuals. TI allows each and every member to be innovative, engaging, and take ownership to deliver quality products that are under their responsibility. The company motivates its employees through rewards and recognitions of innovative ideas, extraordinary individual and team performance. The company also promotes career development through a continue education program (Sheep, 2006). TEXAS INSTRUMENTS INC. 8 Controlling TI implements flexible in-house manufacturing capacity in over15 manufacturing sites across nine countries. This is accompanied by a solid relationship between the foundry and subcontractor allies to offer extra adaptability. This manufacturing process strategy allows double-source of the wide range products and quick scale up to supply customers' orders. The innovative process and packaging technology is TI's foundation for manufacturing and delivering its high-quality products to satisfy the demanded size, speed, precision, power, functionality, and reliability. Using the six-sigma approach, TI controls the manufacturing flow from supply chain management to process innovation, assembling, and packaging. This quality improvement program helps TI to continue improving the processes, products, and services to fulfill the demanding market and applications to its customers. In addition, TI commits to be responsible for process safety and eliminate wastes to the landfill by implementing safe and efficient operation practices (Sarkis & Sundarraj, 2003). TI's diversified working environment with equal opportunity offers its employees substantial benefits. TI's human resources (HR) implements skills matched hiring process to reduce the high turn-over rate for young employees. TI values team working environment and offers employees the freedom of practice, be more creative, take responsibility and ownership, and work safely. Besides good health benefits, vacations, personal time off, Family and Medical Leave Act, retirement packages and etc., TI measures employees' performance and offers compensations and rewards accordingly. This promotion encourages TI's employees to constantly push beyond boundaries to build sustainable products supporting their customers. The company also provides employees the opportunity for global career development through rotations and continue education programs (Carpenter et al. 2016). TEXAS INSTRUMENTS INC. 9 Reflection Texas Instruments' highlighted awards include the America's Best Employer to work for and one of the top 50 Happiest Companies to work for in the United States of America. TI's other long list of awards encourages people to be part of this company's success. The diversified working environment, its diversified management, the opportunity to help solving the world's problems, the collaboration with global talent colleagues, the reduction of wastes, make the world a better place to live. The offered benefits and career development program is factors that interested me the most about this company. Lean manufacturing is the most effective management TI achieved to supply a high global demand for semiconductors. The long historical innovations of ICs and digital processors and the strategy of early approaching customers set TI at a strong competitive position in the semiconductor market. TI presents its people as global problem solvers through innovations, designs, manufacturing and sells of analog and embedded processing chips. TI creates a valuable relationship between leaders and followers. The strong connections between employees and their leaders set TI's team performances at a high level. The performance management process helps employees capture and explore their professional goals and career progress throughout the year. Reducing employment turn-over rate for young employees will be the area I think TI needs to look into because these young workforces will be the key success for TI's future if they are developed effectively. Today young workforces have high expectation on career promotion and high pay that TI may not be able to satisfy. Therefore, TI may need to set a clear career path and coach these workforces to understand working experiences and their learning skills are keys to success in their career. TI may also need to revisit the pay structure to make sure it stays TEXAS INSTRUMENTS INC. 10 competitive enough to reduce the high turn-over rate of young employees because a well trained young workforce can take TI's technology and apply to other companies, especially TI's competitors. TEXAS INSTRUMENTS INC. 11 References Burton, K. (2010). Hard Choices for the Future: Role of Evidence and Power in Environmental Decision-making. International Journal of Science in Society, 1(4), 55-63. Carpenter, M. A., Bauer, T., & Erdogan, B. (2016). Principles of management. Washington, DC: Flat World Knowledge. Chrobot-Mason, D., & Aramovich, N. P. (2013). The psychological benefits of creating an affirming climate for workplace diversity. Group & Organization Management, 38(6), 659-689. Curtis, D. J. (2011). Towards a culture of landscape: The art in community capacity building for natural resources management. Journal of Environmental Assessment Policy & Management, Vol. 13 (Issue 4), p673-696. doi:10.1142/s146433321100405x MarketLine. (2015, November 30). Texas Instruments Incorporated: Company profile. Retrieved from Business Source Complete database. Marriott, R. (2012). Top 5 Ways Green Is Good for the Customer. Professional Safety, 57(6), 4444. Retrieved from Retrieved from the Business Source Complete database. Morningstar. (2016, September 19) Texas Instrument Inc.. Retrieved September 18, 2016, from http://financials.morningstar.com/competitors/industry-peer.action?t=TXN Perel, M. (2002). Corporate courage: Breaking the barrier to innovation. IEEE Engineering Management Review, 30(4), 14-14. doi:10.1109/emr.2002.1167280 Phipps, C. (2012). The Early History of ICs at Texas Instruments: A Personal View. IEEE Annals History of Computing, 34(1), 37-47. doi:10.1109/mahc.2011.84 TEXAS INSTRUMENTS INC. 12 Sarkis, J., & Sundarraj, R. (2003). Managing large-scale global enterprise resource planning systems: A case study at Texas Instruments. International Journal of Information Management, 23(5), 431-442. doi:10.1016/s0268-4012(03)00070-7 Schumacher, E. G., & Wasieleski, D. M. (2012). Institutionalizing Ethical Innovation in Organizations: An Integrated Causal Model of Moral Innovation Decision Processes. Journal of Business Ethics, 113(1), 181-182. doi:10.1007/s10551-012-1403-6 Sheep, M. L. (2006). Nurturing the whole person: The ethics of workplace spirituality in a society of organizations. Journal of business ethics, 66(4), 357-375. Texas Instruments Incorporated (2016). Retrieved September 18, 2016, from website http://www.ti.com Williams, Jr. W.A., Randolph-Seng, B., Hayek, M., Pane Haden, S., and Atinc, G. (in press). Servant Leadership and Followership Creativity: The Influence of Workplace Spirituality and Political Skill. Leadership & Organizational Development Journal. Running head: TEXAS INSTRUMENT INC. 1 Texas Instrument Incorporation - Management to Success Yen Nguyen Texas A&M at Commerce TEXAS INSTRUMENTS INC. 2 Texas Instruments Incorporation - Management to Success Company Overview Texas Instruments Incorporation (TI) is a global semiconductor design and manufacturing company. TI's headquarter locates in Dallas Texas. TI is operating over 35 countries and serving more than 100,000 customers over the world. With more than 30,000 employees globally, TI offers about 100,000 analog integrated circuits (ICs) and embedded processors with software and tools (Texas Instruments Incorporated, 2016). TI won 2016 Forbes award as the America's Best Employer and is rated as one of the top 50 Happiest Companies people want to work in the US. Its diversified working environment rewarded with the World's Most Ethical Companies, 100 Best Corporate Citizens and The Top Company for Executive Women (Texas Instruments Incorporated, 2016). The company has $3.27 billion revenue and $779 million net income in the second quarter of 2016. Its free cash flow is $3.6 billion. TI spent $585 million in capital expenditures and $345 million for research and development activity. TI's revenue segments include $2.04 billion for analog, $755 million for embedded processing, and $474 million for others. For 12 months, ended June 30, 2016, using the non-GAAP method, TI has total revenue of $12.9 billion and $3.87 billion of free cash flow (Texas Instruments Incorporated, 2016). TI has a very challenging and competitive landscape with more than 24 top competitors over the world. TI's top four competitors include Intel Corporation, Taiwan Semiconductor, Qualcomm Incorporation, and AMD. TI competes with Intel Corporation and Taiwan Semiconductor on chip manufacturing, Qualcomm Inc. on mobile handsets and AMD on processors (Morningstar, 2016). TEXAS INSTRUMENTS INC. 3 Identification and Discussion of Management concepts using P-L-O-C framework In P-L-O-C framework, Planning function belongs to strategy formulation, which takes into consideration ideas of vision and mission, strategizing, and goal and objectives. The strategy implementation includes Organizing, Leading, and Controlling. The organization function includes organization design, culture, and social networks. The leadership, decision making, communication, groups or teams, and motivation are under leading function. The controlling function includes systems or processes and strategic human resource. Each organization grows according to the five stages of the Group Development Model such as Forming, Storming, Norming, Performing, and Adjourning (Carpenter et al. 2016). Planning Starting with the oil and gas business, TI, then, emphasized on electronics for the defense system. The innovation of integrated circuit led TI into the semiconductor business that creates microprocessors and digital signal processors. With more than forty thousand patents, TI became a global semiconductor company that designs and manufactures analog ICs and embedded processors (Phipps, 2012). The novel technology and the extraordinary visions of TI's creators in their workforces brought the company to become one of the top companies people want to work. Their mission is through innovative designs and manufacturing of analog and embedded processors, which helps to solve world problems by making it a better place to live: smarter, safer, greener, healthier and more fun (Marriott, 2012). TI foresees that people are the key driver to meet corporate's and shareholders' needs. TI trusts that great corporate administration is imperative to long-term success. TI aims for innovative quality products and dedicating responsibility for managing the exceptionally large TEXAS INSTRUMENTS INC. 4 number of innovations to success. TI exhibits capable and moral business practices to strive for quality as the business goal (Schumacher & Wasieleski, 2012). Living in a highly competitive environment, TI fully understands its strength, weakness, opportunities, and threats (SWOT) for setting the corporate's strategy (Carpenter et al. 2016). The company focuses on its strength in research and development (R&D) competencies to bring ideas to innovative products to push its revenue and market share. TI has high assembling capacities in the analog business sector and strategically expanding end markets and geographic range. TI's only weakness is a lack of scale compared to its competitors such as Qualcomm Incorporation and Intel Corporation. This weakness sets TI to a disadvantage of obtaining the substantial contracts and large-scale developments (MarketLine, 2015). The company has the opportunity for growth in the coming years with a broad range of analog and embedded processing semiconductor products to the rapid progression of global automotive semiconductor market, especially with the consumers' high demand and high expectations of the next-generation car such as emissions control and safety. Increasing global adoption of long-term evolution (LTE) standards is another opportunity for TI to increase its revenue and market shares especially on its robust, fast data transferring portfolio which is a solution for the communication industry. TI also has an opportunity for growth in the internet of things (IoT) market with its nodes, gateway, routers, cloud, low power wireless connectivity solutions, and light, small power battery management solution (MarketLine, 2015). TI's threat includes its operation in a highly competitive environment, which drive to pricing pressures and thus hurting its profitability. The company also operates with a strict regulatory environment of complex laws, regulations, and policies from international politics and economics. Fluctuations in exchange rates and interest rates are also a threat to TI's global TEXAS INSTRUMENTS INC. 5 operations due to its global uncertainties, variations of a local business condition and geopolitical business condition (MarketLine, 2015). Basing on the SWOT analysis, TI's strategy of growing long-term business is to use its advantages of high innovation and R&D to reach the customers before its competitors. Learning customers' needs, helping them to improve or to get opportunities to the market at the start. TI heads perfect execution with quality to satisfy its customers in making new and creative headway for their future applications (Schumacher & Wasieleski, 2012). Organizing TI's organization design includes ten executive officers ranged from a CEO to Senior Vice Presidents. Rich Templeton is currently a Chairman, President, and CEO of Texas Instruments Incorporation. The 12 board of directors includes Ralph Babb, Mark Blinn, Daniel Carp, Janet Clark, Carrie Cox, Jean Hobby, Ronald Kirk, Pamela Patsley, Robert Sanchez, Wayne Sanders, Richard Templeton, and Christine Todd (Texas Instruments Incorporated, 2016). Under a Functional Departmentalization Structure, TI's directed reporting to CEO (Templeton, R.) are CFO (March, K.), Information Security (Schiller, M.), Business Operations (Crutcher, B.), Marketing (Sundaresan, P.), Communications and Investor Relation (West, T.), Human Resources (Whitaker, D.), Secretary and Legal (Trochu, C.), and Technology and Manufacturing (Ritchie, K.) (Carpenter et al. 2016). TI trusts that workplace diversity energizes innovation and makes its organization stronger. The company believes one mind can resolve the world's issues is adequately great, yet a team of minds is infinite. TI's core values are honesty, innovation, and commitment. These qualities establish the framework of TI's culture. TI believes in doing the right things, push innovation to its limits to solve issues and create products that improve the world, commit to TEXAS INSTRUMENTS INC. 6 protecting nature, build better communities, and respect and value each other. TI is not only wanted to keep its promise but also determined to win and aims for expected remarkable performances (Curtis, 2011). TI implements diversity and the inclusive working environment by praising a broad range of cultures and perspectives exemplified in its workforce and endeavor to develop a wideranging area in which every individual can succeed. The diversity working environment is the key to increasing employees' performance and company's outputs. When people recognize the organization's culture is to support, prioritize, and treat employees well, they mentally feel feasible for freedom practices and give a full working ability to contribute to the organization's success. However, the disadvantage of using this structure is the difficulties for the organizations to make a decision on building diverse working environment inside their association since it requires money and asset responsibilities to ensure its implementations (Chrobot-Mason & Aramovich, 2013). Leading The experienced, diversified, and independent board of directors is devoted to and is accountable for directing the global business strategy. Their consolidated qualities of a servant leader, foundation, and speculation help them as they manage the company to ensure the created diversity spiritual working environment allows people to practice to meet its performance on the current and future business strategy. They are responsible for planning the next generation of leaders in light of the best advantages to shareholders (Williams et al., in press). As TI's focus on using its innovation benefits, the board directors decided to hold the CEO accountable for directing and funding the company's R&D to ensure innovative ideas are generated and turned into new products for sale (Perel, 2002). Looking for innovative problem TEXAS INSTRUMENTS INC. 7 solvers requires a diversified point of view, and it's up to the next generation's thinkers to shape the future of the world. Understand this critical aspect to the company's future, TI's leaders made the decision to generate and discover the innovations and innovators across the board. TI made a critical decision to promote and support Science, Technology, Engineering and Math (STEM) education programs in the communities. TI is enthusiastic about engaging young innovators and reassures all students, including young ladies and minorities, to become problem solvers and to generate innovations for TI's future (Burton, 2010). Communication is the key driver to success. TI's board of directors make sure their visions are well received annually by executive officers, so the company goals and standards are well communicated across the board from higher level management to each employee for implementation. The communication network flows daily from upper-level management's decision making to their workers and aligns with the business' goals. Each of TI's members' practices according to the code of conduct and ethics standards. Through an excellent company website, TI shows its business leading and its novel treatments for employees across the board. The website is the primary communication tool for TI's customers (Perel, 2002). TI promotes a teamwork environment and open communication. About half of TI's workforce involves in designing and manufacturing of quality products. Providing a spiritual workplace for the diversity workforce, TI built a self-directed teamwork environment with responsible individuals. TI allows each and every member to be innovative, engaging, and take ownership to deliver quality products that are under their responsibility. The company motivates its employees through rewards and recognitions of innovative ideas, extraordinary individual and team performance. The company also promotes career development through a continue education program (Sheep, 2006). TEXAS INSTRUMENTS INC. 8 Controlling TI implements flexible in-house manufacturing capacity in over 15 manufacturing sites across nine countries. This production capability is accompanied by a stable relationship between the foundry and subcontractor allies to offer incredible adaptability. This manufacturing process strategy allows double-source of the full range products and quick scale up to supply customers' orders. The innovative process and packaging technology is TI's foundation for manufacturing and delivering its high-quality products to satisfy the demanded size, speed, precision, power, functionality, and reliability. Using the six-sigma approach, TI controls the manufacturing flow from supply chain management to process innovation, assembling, and packaging. This quality improvement program helps TI to continue improving the processes, products, and services to fulfill the demanding market and applications to its customers. Also, TI commits to be responsible for process safety and eliminate wastes to the landfill by implementing safe and efficient operation practices (Sarkis & Sundarraj, 2003). TI's diversified working environment with equal opportunity offers its employees substantial benefits. TI's human resources (HR) implements skills matched hiring process to reduce the high turnover rate for young employees. TI values team working environment and offers employees the freedom of practice, be more creative, take responsibility and ownership, and work safely. Besides good health benefits, vacations, personal time off, Family and Medical Leave Act, retirement packages, etc., TI measures employees' performance and offers compensations and rewards accordingly. This promotion encourages TI's employees always to push beyond boundaries to build sustainable products supporting their customers. The company also provides employees the opportunity for global career development through rotations and continue education programs (Carpenter et al. 2016). TEXAS INSTRUMENTS INC. 9 Reflection Texas Instruments' highlighted awards include the America's Best Employer encourages people to be part of this company's success. TI's diversified working place, diversified management, opportunity to solve the world's issues and collaborate with global talent colleagues, mission to reduce wastes, offering great benefits, and career development program are factors that interested me the most about this company. Lean manufacturing is the most efficient management TI achieved to supply a high global demand for semiconductors. The significant historical innovations of ICs and digital processors and the strategy of early approaching customers set TI at a strong competitive position in the semiconductor market. TI presents its people as global problem solvers through innovations, designs, manufacturing and sells of analog and embedded processing chips. TI creates a valuable relationship between leaders and followers. The strong connections between employees and their leaders set TI's team performances at a high level. The performance management process helps employees capture and explore their professional goals and career progress throughout the year. However, reducing employment turnover rate for young employees will be the area I think TI needs to look into because these young workforces will be the key success for TI's future with active career development. Today young workforces have high expectation on job promotion and high pay that TI may not be able to satisfy. Therefore, TI may need to set a clear career path and coach these workforces to understand working experiences and their learning skills are keys to success in their career. TI may also need to revisit the pay structure to make sure it stays competitive enough to reduce the high turnover rate of young employees because a well trained young workforce can take TI's technology and apply to other companies, especially TI's competitors. TEXAS INSTRUMENTS INC. 10 References Burton, K. (2010). Hard Choices for the Future: Role of Evidence and Power in Environmental Decision-making. International Journal of Science in Society, 1(4), 55-63. Carpenter, M. A., Bauer, T., & Erdogan, B. (2016). Principles of management. Washington, DC: Flat World Knowledge. Chrobot-Mason, D., & Aramovich, N. P. (2013). The psychological benefits of creating an affirming climate for workplace diversity. Group & Organization Management, 38(6), 659-689. Curtis, D. J. (2011). Towards a culture of landscape: The art in community capacity building for natural resources management. Journal of Environmental Assessment Policy & Management, Vol. 13 (Issue 4), p673-696. doi:10.1142/s146433321100405x MarketLine. (2015, November 30). Texas Instruments Incorporated: Company Profile. Retrieved from Business Source Complete database. Marriott, R. (2012). Top 5 Ways Green Is Good for the Customer. Professional Safety, 57(6), 4444. Retrieved from Retrieved from the Business Source Complete database. Morningstar. (2016, September 19) Texas Instrument Inc. Retrieved September 18, 2016, from http://financials.morningstar.com/competitors/industry-peer.action?t=TXN Perel, M. (2002). Corporate courage: Breaking the barrier to innovation. IEEE Engineering Management Review, 30(4), 14-14. doi:10.1109/emr.2002.1167280 Phipps, C. (2012). The Early History of ICs at Texas Instruments: A Personal View. IEEE Annals History of Computing, 34(1), 37-47. doi:10.1109/mahc.2011.84 TEXAS INSTRUMENTS INC. 11 Sarkis, J., & Sundarraj, R. (2003). Managing large-scale global enterprise resource planning systems: A case study at Texas Instruments. International Journal of Information Management, 23(5), 431-442. doi:10.1016/s0268-4012(03)00070-7 Schumacher, E. G., & Wasieleski, D. M. (2012). Institutionalizing Ethical Innovation in Organizations: An Integrated Causal Model of Moral Innovation Decision Processes. Journal of Business Ethics, 113(1), 181-182. doi:10.1007/s10551-012-1403-6 Sheep, M. L. (2006). Nurturing the whole person: The ethics of workplace spirituality in a society of organizations. Journal of business ethics, 66(4), 357-375. Texas Instruments Incorporated (2016). Retrieved September 18, 2016, from website http://www.ti.com Williams, Jr. W.A., Randolph-Seng, B., Hayek, M., Pane Haden, S., and Atinc, G. (in press). Servant Leadership and Followership Creativity: The Influence of Workplace Spirituality and Political Skill. Leadership & Organizational Development Journal