Michael Saul Dell (born February 23, 1965) is an American business magnate and the founder, chairman and

chief executive officer of Dell Inc. He is the 44th richest person in the world.

*Dell Inc. established in 1984 by Michael Dell *Operational regions: America ; Europe, Middle East and
Africa; Asia Pacific and Japan

*Today the number one supplier of computer systems on the

US and second worldwide.

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*Son of an orthodontist and a stockbroker. *In his early teens, he invested his earnings from part-time
jobs in stocks and precious metals.

*Dell attended Memorial High School in Houston, selling

subscriptions to the Houston Post in the summer

*Dell started an informal business upgrading computers in a

residential building

*In 1992 at the age of 27, Dell became the youngest CEO to
have his company ranked in Fortune magazine's list

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*He has a transformational type leadership, because he

has a strong desire to break up laws and to change situation completely, and he also has ability to create something new and benefit others.

*Leadership is about coping with changes, the computer

industry field is a world which is more and more competitive and volatile.

*He is self conscious of his disadvantages, and he knows

what he doesnt know, so he can break his role of leadership and one of its example is that he created one company, two CEO leadership.
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* He knew his goal clearly and unwaveringly focused on it :When he was a

freshman in college, Michael Dell declared that he wanted to beat IBM. In the following years, he started his own business and achieved his goal unceasingly, no matter what difficulties he faced with. Today, Dell company revenues are about $ 7.8 billion a year. He has passed IBM in annual sales, and is closing in on industry leader Compaq.

* He has strong sense of innovation. He cherishes difference and thinks

difference can breed innovation. He hired a diverse work force in his teams with different angles on problems. He dares to change his position and do something new. When he saw opportunity ahead that selling custom__ made PCs and components was very profitable, he made a decision to drop out of university and started his own business. Dells sense of innovation makes him hold lots of number 1 record in computer industry. Dell was first in the PC industry to pioneer high-quality, low-cost, direct selling model to end_ user. He was also a pioneer to use the World Wide Web to sell products. His company now sells approximately $50 million worth of products on the Net daily, making it one of the world's largest Windows-based e-commerce sites.
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* He has full responsibility either for business or for family and keeps good

balance between work and life. He worked hard to create tremendous value for its customers, its employees and shareholders. In the spare time, he also spent more time with his wife and kids and wants to be a great dad and a great husband. Every day he drives his kids to school .he always makes pancakes for his kids.
businesss philosophy. He wants his company to have a unrivaled speed to market; an unwavering dedication to customer service; a fierce commitment to producing consistently high-quality, low-priced, custom-made machines; and a shrewd exploitation of the Internet. The vision makes Dell computer successful and unique in the world. What is more, he knows how to use the vision to communicate and motivate his employees and get people excited what he is doing. Dell says A lot of businesses get off track because they don't communicate an excitement about being part of a winning team that can achieve big goals
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* Michael Dell has a powerful vision for the future and develops unique

*He was more likely to admire people who had certain traits,
such as having overcome adversity.

*He tends to jump to the answer very quickly, and that he

needed to work on being more understanding of the process involved.

*He strongly believes that, it is important to reflect on the

past to determine what could have been done better, it is not good to spend too much time in the past because you still need to look toward the future.

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*Revenue targets were missed, the share price suffered,

but worst of all, Dell lost its coveted number one slot in the PC market to Hewlett-Packard.

*The amnesty was partly designed to identify some of

the bad practices that had led to the disintegration of Dell's hard-earned reputation

*senior management had regularly falsified quarterly

returns to create the impression that sales targets had been met.

*Dell became a cute synonym for Hell.

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*One must develop entrepreneur personality to motivate,

communicate, excite and influence his followers and transform his personal goal and vision into all followers practice.

* A successful leader, must have strong sense of innovation

and courage to take risk of doing something new and strong desire to change the current situation and to be pioneer in their own field.

*He must be self conscious of what he doesnt know and face

up his disadvantages. He should learn from mistakes and borrow others talent if needed.

*He should distribute his energy and time wisely into three
interdependent and interconnected spheres: work sphere, family sphere and self sphere
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*Dell's reprieve was also aimed at revitalizing his

employees. He wanted to show them he was listening.

*"Within Dell, Michael Dell was clearly a hero, warm guy

with good instincts for making people feel like part of a team."

*Dell denies making an adjustment to his management

technique, but does accept that his leadership style is built on collaboration.

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*"I wouldn't say I'm big on command control," he says, "I believe in
rules and having some order to things, but my natural proclivity is not to control everything myself. I am more inclined to provide frameworks and guidelines.

*"I'm helping set business strategy and providing clear

performance objectives for the different parts of the business,

*A lot of businesses get off track because they don't

communicate an excitement about being part of a winning team that can achieve big goals Michael Dell

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*"If Michael weren't as involved, I'd worry. There's no one who can
make that company run like Michael," says Doug Mac Gregor, a former Dell vice president who is now a researcher at Harvard Business School. -Wall Street Journal, August 31, 2000

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THANK YOU

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