Organisational Study IT INDUSTRY PROFILE Introduction Companies in and outside the information technology (IT) industry employ information technology workers. While one might think of the typical IT worker as employed by a major software company or systems developer, the reality is that nine out of t en IT workers are found in banks, insurance companies, manufacturing plants or other non-IT businesses. A new survey by the Information Technology Association of America (ITAA) shows that not only are IT workers found mostly outside the IT industry, but that the outlook and prospects for the two groups is likely to be far different. In previous years, characterized by double digit growth and anxious investors betting on the next new thing, careers inside the IT industry appeared to be the way to go—at least for those on the professional fast track. Much has changed since 2001, even as the economy slowly recovers and the overall size of the IT workforce approaches its historic high point of 10.4 million. The employment footing outside the IT industry seems surer, less turbulent. Non-IT companies are more likely to hire according to plan, far less likely to move jobs overseas, more apt to increase—not cut—compensation. Whether non-IT companies offer IT workers long-term career advantages or just a temporary “port in the storm” remains to be seen. IT companies are hard pressed by customers to field cost Babasabpatilfreepptmba.com 1
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Organisational Study
IT INDUSTRY PROFILE
Introduction
Companies in and outside the information technology (IT) industry employ information
technology workers. While one might think of the typical IT worker as employed by a major
software company or systems developer, the reality is that nine out of ten IT workers are found in
banks, insurance companies, manufacturing plants or other non-IT businesses. A new survey by
the Information Technology Association of America (ITAA) shows that not only are IT workers
found mostly outside the IT industry, but that the outlook and prospects for the two groups is
likely to be far different. In previous years, characterized by double digit growth and anxious
investors betting on the next new thing, careers inside the IT industry appeared to be the way to
go—at least for those on the professional fast track. Much has changed since 2001, even as the
economy slowly recovers and the overall size of the IT workforce approaches its historic high
point of 10.4 million. The employment footing outside the IT industry seems surer, less turbulent.
Non-IT companies are more likely to hire according to plan, far less likely to move jobs overseas,
more apt to increase—not cut—compensation.
Whether non-IT companies offer IT workers long-term career advantages or just a temporary
“port in the storm” remains to be seen. IT companies are hard pressed by customers to field cost
effective solutions. The pressure on IT companies to cut costs is clearly reflected in this survey.
This survey is a continuation of the ITAA series of reports on the IT workforce. Since 1997,
ITAA has tracked employer demand for IT workers. In the run up to the year 2000, IT talent was
scarce and demand exceeded supply. Because of the talent crunch, ITAA focused on the skills
most demanded by employers and the education and training alternatives for gaining those skills.
With job market conditions changing, ITAA’s survey has evolved to explore how trends like
offshore development may be changing the employment landscape.
This survey reports findings in nine areas:
• Total IT workforce size
• Future demand for IT workers
• Demand in specific job categories
• Hiring and layoff activity
• Success at hiring to plan
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• Skills attainment
• Recruitment
• Offshore development
• Compensation
MAJOR PLAYERS
IBM strive to lead in the invention, development and manufacture of the industry's most
advanced information technologies, including computer systems, software, storage systems and
microelectronics.
http://www.ibm.com/ibm/us/
Computer Associates International, Inc. (NYSE: CA), one of the world's largest management
software companies, delivers software and services across operations, security, storage, life cycle
and service management to optimize the performance, reliability and efficiency of enterprise IT
environments. Indeed, our solutions touch many areas of everyday life, from ATM transactions to
airport security to online sales, customer service and medical information. http://www.ca.com/
As the world's third-largest independent software provider, SAP delivers business solutions to
more than 28,200 customers in more than 120 countries around the world. We owe our success to
the experience and expertise of our employees and the quality and effectiveness of our solutions.
QUALITY: Oracle employees make excellence and quality a part of day-to-day work
processes and seek continuous improvement in all that they do.
FAIRNESS: Oracle employees are committed to dealing fairly with customers,
suppliers,
and one another.
COMPLIANCE: Oracle employees comply with all laws and regulations that govern
Oracle’s business.
BUSINESS CONDUCT: Oracle employees observe the standards that have been
established by Oracle and act ethically in their approach to business decisions.
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Oracle in the Community Mission Statement
Oracle as a corporation, and Oracle employees as individuals, works actively to improve
the quality of life for people and address community needs. By preferring to solve
problems, rather than managing their consequences, we take action to effect positive
change in our communities.
About Oracle Diversity
Oracle's diversity vision starts with cultivating an environment that is inclusive of all
employees. Individual differences present us with opportunities to examine business
issues from varying perspectives. Incorporating these different viewpoints gives us
greater agility and creativity.
To effectively compete on a global scale, we believe it will take the strength of a unified
workforce fully engaged in meaningful work. Valuing diversity -- by using effective
communication skills and demonstrating mutual respect -- is simply good business. At
Oracle, we can make our diversity vision the way we do business every day, world-wide.
Oracle believes in a workforce comprised of qualified individuals with ample support
opportunities. To this end, we promote our Equal Employment Opportunity and diversity
recruitment programs, and provide continuous training and mentoring to our employees.
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Corporate Governance at Oracle Corporation
The Board of Oracle Corporation has throughout its history developed corporate
governance practices to fulfill its responsibility to Oracle Corporation stockholders.
Although recent events involving corporate accounting fraud has brought much attention
to corporate governance principles, having good practices in place is not novel at Oracle.
The composition and activities of the Company's Board of Directors, the approach to
public disclosure and the availability of ethics and business conduct resources for
employees exemplifies the Company's commitment to good corporate governance
practices, including compliance with new standards.
As part of these practices, the Board has adopted the following Corporate Governance
Guidelines to help ensure that it has the necessary authority and procedures in place to
oversee the work of management and to exercise independence in evaluating Oracle
Corporation's business operations. These guidelines allow the Board to align the interests
of directors and management with those of Oracle Corporation's stockholders. These
guidelines are subject to future refinement or changes as the Board may find necessary or
advisable for Oracle Corporation in order to achieve the above objectives.
Oracle continually applies good corporate governance principles to multiple areas of the
Company. In addition to these guidelines Oracle has had a Code of Ethics and Business
Conduct since 1996, which was recently modified in 2001. The Board has also adopted
charters for each of the following standing Board Committees: Finance and Audit
Committee, Independent Committee, Committee on Compensation and Management
Development, and Nomination and Governance Committee.
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Oracle Executives
Lawrence J. Ellison has been Oracle's Chief Executive Officer and a director since he co-founded the Company in June 1977. Mr. Ellison served as Chairman of the Board from May 1990 until October 1992.
Safra A.Catz has been a member of Oracle's Board of Directors since October 2001, serves on Oracle's Executive Management Committee, and is responsible for global operations.
Gregory B. Mafei has been a member of Oracle's Board of Directors since June 1995 serves on Oracle's Executive Management Committee and is also an Executive.
Charles E. Phillips, Jr. has been a member of Oracle's Board of Directors since January 2004, serves on Oracle's Executive Management Committee, and is responsible for field.
Oracle Board of Directors
Dr. Michael J. Boskin: Professor of Economics at Stanford University Jeffrey Berg: Chairman and Chief Executive Officer of International Creative
Management. Joseph Grundfest: Professor of Law and Business at Stanford Law School Donald L. Lucas: Venture capitalist since 1960 Jack F. Kemp: Co-director of Empower America and former member of the US
Congress. Hector Garcia-Molina: Professor of computer science engineering, Stanford
University H. Raymond Bingham: Executive Chairman of Cadence Design Systems, Inc.
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The Oracle in India story
The Beginning
More than fifteen years ago, before India became recognized as the dynamic force in
information technology that is known to be today, Oracle was one of the first
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multinational software companies to set up operations in India. Beginning with a
distributorship through Tata Consultancy Services in 1987, the company established
direct operations with a liaison office in 1991, and in 1993 formed Oracle India Private
Ltd., a wholly-owned subsidiary of Oracle Corp., focused on the sales and marketing of
Oracle software in India. In recognition of the significant pool of highly educated
software development engineers based in India, Oracle opened its India Development
Center (IDC) in Bangalore in 1994. This early commitment to the country marked
Oracle's vision for India as both a domestic market and a center for research and
development. The company became the first multinational company to establish core
software development operations in India to support its global product development
strategy and to address the needs of the local market. Initially, the India Development
Center took on development work on a project basis for different development divisions
as determined by the company's headquarters in Redwood Shores, California. As word
spread throughout the company of the India team's record delivery time of development
projects that met the highest standards of quality, the IDC was tasked with more strategic
projects and increasingly demanding requirements. Today Oracle has its India
Development Centre located at Bangalore and Hyderabad and sales and marketing offices
across six Indian cities.
A Turning Point
In 1996, the India development team was challenged with taking on a strategic research
and development project. Ultimately the team's success on the project would propel the
IDC into the development spotlight at Oracle. The India team was given three months to
develop the first version of what would become the basis of Oracle's Internet computing
technology, driving the shift to simplified, low-cost computing machines which could
access information stored on larger, professionally managed servers.
With no additional resources, the IDC, having been asked only to show version one of the
technologies, delivered instead a second-generation version three months to the day from
the start of the project. Concurrently, the team also met all deadlines and quality
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standards for the other 16 projects with which the IDC was tasked with at that time. The
world-class development abilities of the India development team were impressed upon
the highest levels of the company, garnering praise and recognition from Oracle founder
and CEO, Larry Ellison. This became a turning point for the India organization,
transforming the India Development Center into a growth engine, integral to the future
and vision of the world's largest enterprise software company. From that point forward
the India Development Center was integrated into Oracle's global software development
organization, working on the latest technology for Oracle customers around the world. At
the same time, Oracle's increasing success in the country established the company as the
dominant provider of database and enterprise software to the government and corporate
sectors in India.
Oracle India Factsheet
1. Oracle has been operating in India for more than 15 years.2. Oracle is one of the largest multinational employers in India with over 6,700
employees.3. India is Oracle's fifth-largest market in Asia in terms of revenue.4. India accounts for Oracle's largest research and development investment outside
the United States.5. India also hosts several of Oracle's global divisions and services including global
consulting, global support, Oracle On-demand, Internet sales and financial accounting and analysis.
6. The entire Oracle product family - Oracle Database 10g, Oracle Application Server 10g, Oracle Collaboration Suite and Oracle E-Business Suite are available in India. Oracle Database 10g supports transactions and interfaces in 13 major Indian languages including Assamese, Bengali, Gujarati, Hindi, Kannada, Malayalam, Marathi, Oriya, Punjabi, Telugu and Tamil.
7. Oracle is committed to the Indian market through its extensive network of more than 200 channel and alliance partners in India under the Oracle PartnerNetwork, including iflex Ltd., Infosys, Satyam, Sonata, Tata Consultancy Services and Wipro.
8. Oracle currently has more than 6000 technology customers and 400 applications customers
9. India is home to more than 220,000 members of Oracle's online developer community, Oracle Technology Network.
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Oracle India Milestones
1987 Oracle Corp. begins operations in India through a distributorship with a local partner.
1991 Oracle establishes a liaison office to better serve customers.
1993 Oracle forms a wholly owned subsidiary focused on the sales and marketing of Oracle software in India.
1994 Oracle opens the India Development Center (IDC) in Bangalore, becoming one of the first multinational software companies to set up a development center in India.
1996 IDC successfully delivers the first version of Oracle's Internet computing technology.
1998 Oracle India establishes a second development center in Hyderabad dedicated to developing enterprise business applications
2002 Business Today- Hewitt survey recognized Oracle as one of the best employers in India.
2003 Oracle and HP launch an "E-Governance Centre of Excellence" in Gurgaon to support E-Governance initiatives by central, state and local government bodies in India.
2003 Oracle India launches Oracle Collaboration Suite, Oracle E-Business Suite Special Edition and Oracle Database Standard Edition One.
2004 Oracle India grows to more than 6,700 employees. Recognized among the top 25 best employers in the Hewitt - CNBC Best Employers Award
ORNAGIZATION STRUCTURE
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MANAGING DIRECTOR
PUBLIC SERVICEDirector – Public Srvice
FSIGeneral Manager-Sales
TELCOGeneral Manager-Sales
MANUFACTURINGGeneral Manager-Sales
GENERAL BUSINESSGeneral Manager-Sales
ALLIANCE & CHANNELSDirector- Allc. & Channels
E BUSINESSSr Director - eBusiness
CC & R Director – CC & R
ORACLE DIRECT
SALES INTERACTION CENTREGenaral Mannager
PRE SALES
SALES CONSULTINGDeveloper Sales ConsultingManager, Oracle Direct
CONSULTINGDirector - Consulting
EDUCATIONDirector - Education
SUPPORT SERVICESr Director - OSS
HUMAN RESOURCEDirector – HR
FINANCEAdmin.
MARKETINGDirector - Marketing
LEGALLegal Councel & Co. Secretary
Organisational Study
Oracle India Organization Culture:
Oracle promotes a culture that can be best described by the following behaviour
Achievement focused
Humanistic and valueing diversity
Collaborative
Innovative and flexible
Taking responsibility
Accountability (doing what customer say customer’ll do)
Working with on going change and ambiguity
Committed to ongoing self learning
Underpinning and embedded within these cultural trait are our core value of
Trust, Respect, Integrity, Innovation, Customer Centricity and Value Creating
Organization.
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Oracle people management processes are designed to support and reinforce our values
and culture. Oracle’s Selection, Induction, Performance & Recognition processes
incorporates and reinforces its value and culture. Its professional and management
development programmes and tools support the ability to individualy lead and champion
our values and culture. At an organizational level Oracle Corporation has a number of
programs in place to develop its culture and measure the extent to which Oracle
Corporation are “living our values”.
Oracle India Values and Human Resource
Values at Oracle Corporation
The reputation of an organization can be its greatest asset or its greater liability. Oracle
Corporation’s reputation is largely determined by how it does business. How Oracle
Corporation does its buseiness, is a reflection of values inportant to them. Having shared
corporates values that act as a filter, or provide a framework to guide employee in making
decisions. Understanding Oracle Corporation’s corporates values will assist both
personally and professionally align employees with the corporate direction. Every
individual has his or her own personal values, without having shared values (the
corporate filter) Oracle Corporation would be missing that overall framework to guide
our responses, behaviour and decisions.
Let’s look at our individual values and explore each further:
Respect
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Trust
Customer Centricity
Integrity
Innovation
Value Creating Organization
Training programs at Oracle Corporation.
Human Resource development is a part of the company’s overall business strategy and
links employee’s development with the company’s continous improvement efforts.
Training gives employees the skills to continue their learning and transfer of knowledge
or skills from one work situation to another.
Objectives of training activities:
To delelop knowledge and skills of employees
To help employees perform productively and effectively in their current job
assignment
To prepare employees for challenging work involving higher responsibility
All trainings will be based on need identified either during the annual performance
assessment or recommendation by the Functional Head / Manager. Training could be for
technical, professional or personal development of employees. Employees may also be
nominated for employees and management development programs run by Corporate HR
at various locations in the world based on identified needs.
Oracle Corporation offers the following training programs:
Internal Training
The company organises internal programs to address the needs of the employees.
Includes formal training and development programs, vendor training or any other training
for the purpose of acquiring skills and knowledge. Various In-House training will be
available to suit the training needs of various lines of business. Information regarding in-
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house course is usually dessiminated through the Head of Deapartment and/or Human
Resource. Employes who would like to attend the in-houseproduct training need to obtain
approval from their managers and the Head of the Department.
Overseas Training
Employees may be nominated to attend training overseas with dues approval.
Public Scheduled Courses
Employees could attend the local short courses for some specific specialized skills.
Mandatory Training Programs
Data Privacy Awareness Training.
Code of Ethics & business Conduct Course
Oracle Corporation Acceptable Usage Policy
EEO/AA
Oracle's Equal Employment Opportunity: We believe in treating each employee and
applicant for employment fairly and with dignity. We base our employment decisions on
merit, experience, and potential, without regard to race, color, national origin, sex,
marital status, age, religion, disability, veteran status, or sexual orientation. Our Equal
Opportunity policy is founded on the philosophy that our employees and applicants for
employment must be treated equitably. We do not discriminate based on personal
preference or physical characteristics, and our experience confirms that supporting
policies and practices with a strong commitment to equal employment opportunity is a
good business practice.
Recommended Training
Oracle offers a suite of training products to enhance the personal development of all
employees within a diverse work place. Tailored to meet the needs of our distributed,
global organization, this program is presented through various media, including
facilitated workshops as well as multimedia self-study courses. Because we view
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diversity as a business reality, diversity concepts and values are integrated into all
employee and management development training.
Mentoring
Oracle actively supports the practice of mentorship. We see mentoring as a business tool
to grow and transfer skills and knowledge among employees. Mentoring relationships
and programs range from formal and structured to informal information sharing and
networking.
Recruiting
Oracle has embarked on an aggressive recruitment strategy and conducts an average of
more than 50 recruitment fairs per year. With the excellent pool of talented IT skills in
India, Oracle prospective employees undergo a competitive evaluation process. The
company extends employment offers only to those candidates that meet rigorous quality
standards and have excellent qualifications, skills, aptitude and passion. Oracle received
applications from more than 200,000 candidates over an average 18-month period.
Seeking the best the industry has to offer, Oracle hires less than one percent of the
applicants. Ensuring a challenging and rewarding environment, Oracle India offers an
unparalleled opportunity to define the next wave of technology and business innovation.
New recruits are inducted into Oracle India with comprehensive technical and soft skills
training, including team building and managerial effectiveness. Committed to employee
development, Oracle India makes every effort to make employees successful through a
range of innovative programs including professional development, internal focus groups,
work-life balance initiatives, and employee focused health programs. Through these
initiatives and a continuing focus on the latest technology and learning, attrition rates are
less than half the industry average.
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Oracle Diversity identifies job fairs, recruiting events, community and professional
organizations, which target women, minorities, people with disabilities and other under-
represented groups to recruit qualified applicants nation-wide.
Employment Relationship
Oracle makes no express or implied commitment that your employment will have a
minimum or fixed term, that Oracle may take adverse employment action only for cause,
or that your employment is terminable only for cause. Either you or Oracle may terminate
the employment relationship at any time for any reason. Additionally, Oracle may take
any other employment action at any time for any reason. No one at Oracle may make,
unless specifically authorized in writing by the Board of Directors, any promise, express
or implied, that employment is for any fixed term or that cause is required for the
termination of or change in the employment relationship.
Steps to hiring a candidate:
Regular Employee
Post your open position internally on Oracle iRecruitment. The position must be
posted internally for 14 days before an offer can be generated.
To hire a candidate from an external recruiting firm you must submit a requisition
to pay for the placement fees.
Interview consistently and fairly by asking similar questions of each applicant
Candidates should fill out the Offer Letter Request, via the Web Offer Letter
Generator under Candidate Offers in Self Service Applications.
A Background check will be initiated at this time. Background checks are
required for all new and rehired employees, unless they have a completed
favorable background check with Oracle within the previous 12 months or have a
valid Government Issued Security Clearance issued within the previous two years.
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HR will generate an offer letter once HR Offers receives all of the following:
completely approved offer request, valid jobpost number (in offer request), and
complete applicant tracking paperwork
Once the offer letter is sent to the candidate, you will receive an ‘Offer Sent’
notification via email.
If your candidate accepts, go to your Notifications in Self Service Applications
and select the "Accept" decision button to complete the workflow. The new hires
can start employment with Oracle. Hiring managers should respond to the "New
Hire Start Date" email sent by the HRSSC, Please respond with his/her official
Oracle start date, so that we may complete the hiring process.
If your candidate declines, go to your Notifications in Self Service Applications
and select the ‘decline’ decision button to complete the workflow.
Oracle Temporary
Submit Applicant Tracking paperwork: an Applicant Tracking Form and
resume(s) to your HR Representative.
Obtain appropriate approvals through the Workflow.
Once the final approvals reach HROFFERS, a Temporary Hire Packet will be sent
to the hiring manager for their temporary employee. The hiring manager is
responsible for making sure the packet is filled out and returned to Oracle HR
If your candidate accepts, HR Operations will enter your Oracle Temporary into
the database, assign an employee id number, and generate an Oracle Alert.
Internal Transfer
Minimum Time In Position Guidelines
Role Minimum Time in Position
Individual Contributor &
Management12 months
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India 24 months*
*India has a 24-month requirement until further notice.
It is the hiring manager's responsibility to discuss the following areas with the
releasing manager before completing the "Transfer/Internal Job Offer" form in
Oracle Self Service HR:
o Employee's performance
o Effective Date of Transfer
o Transfer Process Details
Transferring employees may not begin work in their new positions until the
transfers have been fully approved. The manager is to release the employee within
thirty days from the initiation of the "Transfer/Internal Job Offer" form.
International Transfers
An international transfer is a "permanent" transfer to an Oracle entity outside of
the employees’ home country. Please log into Self Service Applications, click on
Candidate Offers, and complete the template. Before an International Transfer is
complete all required approvals must be obtained.
BUSINESS CONDUCTS
General Guidelines
Oracle sets moral standards and upholds ethical business practices.
Ethical Standards
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At Oracle Corporation one must understand and conform to law, to custom, if within the
law, and to human values. Oracle's values of integrity, mutual respect, teamwork,
communication, and innovation are the overriding principles that guide us in our business
conduct. Because one’s behavior on the job and in conduct of Oracle business is a direct
reflection on the company, one should avoid or correct any situation in which your
actions might adversely affect, publicly embarrass, or discredit Oracle.
Insider Trading
Executive Officers of the Company continue to be prohibited from engaging in any
speculative transactions, such as short sales, puts, calls, straddles or similar transactions.
Extending/ Receiving Business Coutesies
Oracle recognizes that accepted business practice and common courtesy sometimes
require you to extend entertainment, favors, and small gifts to prospects and customers.
Export Copliance
Federal controls regulate exports of products and technical data from the U.S. and the re-
export of these items from one foreign destination to another. Oracle products are subject
to these controls.
Protecting Confedential Information
Besides its people, Oracle's most important assets are its intellectual property: copyrights,
patents, trademarks, and trade secrets. When you joined Oracle, you signed a Proprietary
Information Agreement obligating you to safeguard company and customer confidential
information and trade secrets. The agreement precludes you from directly or indirectly
using or disclosing, except as necessary in the ordinary course of business, confidential
information obtained during the course of your employment. These obligations continue
throughout your employment and after you leave.
Conflict of Interest
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A conflict of interest describes any circumstances that could cast doubt on your ability to
act with total objectivity regarding Oracle's interests. You should avoid financial,
business, or other relationships, which might oppose Oracle's interests or might conflict
with the performance of your duties.
Expenses Reporting and Accounting
Oracle adheres to the highest standards of financial reporting and disclosure, and we
expect the same of you. All information and reports you submit-such as timesheets,
vacation reports, product order or shipment reports, expense reports, purchase
requisitions-should be accurate to the best of your knowledge. False, misleading, or
dishonest reporting inside or outside the company is strictly prohibited.
Records Retention Policy
The Oracle Records Retention Policy and Schedule sets forth the guidelines governing
your retention and disposal of Oracle records. This policy and schedule is intended to
ensure that Oracle maintains company records in accordance with applicable legal,
regulatory and business requirements. You are responsible for understanding and
complying with the Records Retention Policy and Schedule, which is located on Legal's
webpage.
Travel and Entertainment
Oracle Travel (managed by Carlson Wagonlit Travel) provides Oracle employees with
complete business travel services, including agent-assisted reservations and e-Travel
support and fulfillment.
WORK ENVIRONMENT
Workplace Security
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Oracle cares about your safety. We maintain security services at most of our facilities and
limit vendor and visitor access within the company. Security personnel can assist you in
most emergency situations, report incidents, and resolve lost-and-found issues.
Workplace Safety
Oracle supports an active health and safety program. We expect you to support these
efforts by reporting any unsafe conditions or practices, helping to minimize hazards and
accidental injuries and responding to directives and procedures in an emergency.
No Smoking
The use of tobacco products in the workplace is prohibited at all facilities. Employees
may smoke in designated outdoor areas only.
Substance Abuse
Oracle is concerned about situations where the use of alcohol or drugs interferes with an
employee's health or performance, adversely affects the health, safety, or performance of
others, or becomes detrimental to Oracle's business.
Flexible Work hours
Each of us runs on a different internal clock. Flexible work hours enable you to work
when you are at your best when you can produce your highest quality and quantity of
work. This flexibility, available to most full-time employees, allows you to efficiently
schedule personal business, commute time, and volunteer commitments around your
work responsibilities. Your manager must review and approve any flexible work-hours
arrangement you propose.
Telecommuting
Oracle supports telecommuting, on a part- or full-time basis, with your manager's
approval. Your ability to telecommute depends on the nature of your job and whether
telecommuting promotes departmental goals as determined by your manager.
Telecommuting may be a temporary or long-term work option or used for a specified
time to accommodate a special project.
Transportation Program
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You can take advantage of vanpool and carpool options, daily shuttles that operate
between Oracle buildings and CalTrain stations, transit ticket sales, and bike lockers. We
also offer Transportation Hotline and supply transportation information in the lobby
kiosks.
Oracle in the Community
Oracle believes in upholding its responsibility to the communities and environments in
which we work. As part of this responsibility, Oracle sponsors programs that allow
employees and the company to contribute time and resources to a variety of social
interests.
BENEFITS ORACLEFlex
Oracle offers a comprehensive benefits plan, called Oracleflex that enables eligible
employees to choose the benefits and coverage levels that best meet their needs and those
of their eligible dependents.
Employee Stock Purchase Plan
Oracle's Employee Stock Purchase Plan lets you purchase Oracle common stock at a
discounted market price. By enrolling in the plan prior to any offering period, you may
contribute up to 10% of your cash compensation (salary, bonus, and commission) through
payroll deductions.
Employee Assistence Program
EAP services may help with stress, depression, and difficulties with children, divorce,
alcohol abuse, drugs, job worries, marital, financial, or legal problems.
Life Solution Program
A free employee benefit designed to help you balance your work, family, and personal
responsibilities. The LifeSolutions Program is an easy way for you to receive practical
advice, useful materials and referrals, including:
o Information on a variety of topics, such as becoming a parent, understanding the process of adoption, caring for elderly relatives or relatives with disabilities, managing your time effectively, or creating a living will;
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o Customized referrals to confirmed openings at child and elder care programs;
o Personalized reports about public and private schools, colleges and financial aid; and
o Practical advice on a variety of topics.
Workers Compensation
This insurance is provided to protect you if you are injured or become ill and the injury or
illness arises out of and in the course of your employment. Workers' Compensation
insurance provides benefits including medical care and wage-loss reimbursement which
is paid by Oracle.
Vacations
Employees working at least 35 hours per week accrue 13 days of vacation a year (which
calculates to approximately 4.33 hours per pay period) for your first three years of
employment, and 18 days a year (6 hours per pay period) after three years.
Holidays
Oracle offers seven paid holidays a year. They are:
New Year's Day
Memorial Day
Independence Day
Labor Day
Thanksgiving (2 days)
Christmas
COMPENSATIONS
Pay Schedule
Oracle pays you semi-monthly, on the 15th and the last business day of the month.
Applicable deductions, including federal, state, and local income and payroll tax
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withholdings are taken out of each payment. If your employment terminates, you are paid
through the last day you work.
Timesheet
All Non-exempt employees are required to record all hours, including starting and ending
work time and meal periods in order to be properly compensated. They also must report
all exception time including, overtime (if any), vacation taken, jury duty pay, military
pay, and shift premiums each week.
Overtime
An employee works in a nonexempt position; he or she is eligible for overtime pay. The
employee's manager must authorize overtime work in advance.
Focal Salary Review
This process facilitates compensation budgeting, accurate competitive analysis, and
timely review of all employees. Salary increases are based on your productivity and
contributions, company performance, market comparisons with competitor companies,
and other factors Oracle may wish to consider at its sole discretion.
Performance Bonus Program
Twice a year, in June and December, Oracle management reviews all eligible employees'
performance for possible cash bonus rewards. Bonuses are not considered entitlements.
Bonuses are discretionary. They are included as earnings in your paycheck.
Patent Award
o Oracle maintains an active Patent Award Program. Report potentially
patentable developments to Patent Operations in the Legal Department for
evaluation as soon as practical. Information on patents and the patent
program can be found at http://legal.us.oracle.com.
Employee Referral Program
Oracle's Referral Bonus program pays the following amounts to those
who refer people who are hired for work at Oracle:
Salary Amount for new hire Amount of Referral Bonus
Airport Authority, Indian Airforce, Andhra Pradesh Government, Central Bureau of
Investigation, Gujarat Government, Indian Railways, Police departments, West Bengal
Government, Coimbatore Municipal Corporation
Major Customers - WorldWide
Oracle Database
Amazon.com Ohio Savings Bank
Colgate-Palmolive Roman, Inc.
Dell Eurostar Southwest Airlines
Eastman Chemical
Company Talk America
Mainstream
Technologies
USGS Water Resource
Discipline
Oracle Applications
Atari LG.Philips LCD
C-COR Corp OTE
EMC) Pella
GE Energy POSCO
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John I. Haas USDOT
Oracle Enterprise Manager
BT Group plc. Student Loans Company
Dell GEDIS Swiss Federal Railways
Deutsche Bank Telstra
Electronic Arts TUSC
Fannie Mae USGS Water Resource Discipline
SWOT ANALYSIS
STRENGTHS
1. A well known global brand in software technology.
2. It’s the world’s second largest software company after MicroSoft and world’s
leading supplier of software for information management.
3. It is one of the first companies to make its business application available through
internet.
4. It has strong finincial position, with $ 9 Billion as its revenue in the last finincial
year.
5. It is the number one brand in the database market.It is the market leader with
39.1% of the market share.
6. It is the biggest ‘Enterprize Brand‘in the world market.
7. It has managed to cut its IT cost by almost 80% in the next fiscal year.
8. Oracle Corporation technology can be found in nearly every industry around the
world and in offices of 98 of the fortune 100 companies.
9. It has been the market leader in Relational Database
10. Oracle brand is strong enough to drive sales beyond the core database system,
even through database sales represent 70% of Oracle's revenue. Business
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applications represent 20%, middleware 8%, and other software products such as
tools 2%
11. In the area of database scalability and reliability, Oracle is leading the market with
its Real Application Clusters, Gartner analyst Donald Feinberg said. RAC lets
customers use Oracle on large clusters or grids of low-cost servers, gaining
reliability and scalability at a reasonable cost.
12. "They have their hands on the tiller, they understand what market segment they
are selling into, and they are executing with strong financial management" of the
company.
WEAKNESS
1. Brand Image of being an ‘Enterprize Organisation’ is making it hard for Oracle
Corporation to penetrate into the small and medium businesses.
2. It depends heavily on North America market.
3. Oracle Strong in Databases, But It Must Execute On Applications.
- Oracle, arguably the dominant database vendor, is bent on expanding its
sales in middleware and applications. But any stumbles in its plan to
merge three sets of business applications will benefit its chief competitor,
SAP.
4. The sometimes-disjointed air of Oracle's initiatives is reflected in the fact that the
11i series of its E-Business application suite hasn't yet been certified internally to
run on the Oracle 10g database system, which has been out for a year, Comport
pointed out.
5. While Oracle is consistently strong in database sales, its application revenue has
been "up and down, erratic,"
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6. Oracle products apply the patches to supported versions. If older editions are in
use, such as 7.x or 8.0x, they advised companies to either upgrade immediately or
switch to a rival database.
7. Oracle Needs To Come Clean On Vulnerability
- Although keeping mum is Oracle's standard policy, the analysts took the
company to task for not spelling out the consequences of not applying the patch,
and more important, whether the vulnerabilities affect older, non-supported
versions of Oracle's Database Server, Application Server, and Enterprise
Manager.
"At worst, [this means] records in every Oracle database you own could be
vulnerable,"
. "System administrators don't have enough information to decide which servers
to prioritize or which data is most vulnerable."
OPPORTUNITIES
1. Small and Medium Businesses(SMBs) market is the biggest opportunity for
Oracle, because this market is untapped and recent studies shows that SMB’s will
be increasing their IT spending more than any other business sector.
2. There would be 20% increase in the demad for ERP and SCM products in the
World Marke. Oracle Corporation has plans to capatalise on these opportunities.
3. "The challenge for Oracle is to move from individual products into an overall
message" that sums up what it does for the customer, Comport said. That message
hasn't emerged yet as Oracle engages in acquisition battles, such as the hostile
takeover of PeopleSoft Inc. and the bidding war for retail software supplier Retek
Inc.
4. "The challenge for Oracle is to move from individual products into an overall
message," one that sums up what Oracle does for the customer.
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THREATS
1. IBM is the biggest competitor of Oracle Corporation in Large Business Sector.,
especially in Database and Application Server market.
2. In SMB’s, Oracle Corporation is facing still competition from Microsoft, the
leader in the market space.
3. Misconceptions like Oracle are expensive and not user friendly is the biggest
threat for Oracle Corporation in SMB market.
4. Oracle remains the dominant database vendor, but will face challenges as it tries
to expand its middleware and applications sales. The slightest misstep when
trying to merge its recent acquisitions will only serve to benefit its key
competitor, SAP.
RECOMMENDATIONS / SUGGESTIONS
A) SMB market is a highly upcoming market, thus Oracle Corporation can leverage
on this opportunity.
B) Oracle Corporation should partner with more ISV’s (Independent Software
Vendors) for better distribution of its product.
C) Oracle Corporation must extensively promote awareness programs to clear the
misconcepetion about its Product, which it is only for big enterprises.
D) Oracle Corporation’s image in the large business segment can be used to
influence small and medium businesses that have large business as their clients.
This will help Oracle Corporation penetrate in small and medium business
segments.
E) Oracle Corporation should device schemes and strategies to tackle competitors in
both large and small business segments.
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F) Industries in the various territories that have not yet been penetrated must be
looked with appropriate marketing strategies and captured.
G) The price perception of Oracle Corporation’s products must be removed from the
minds of SMB market through various activities such as mass media, journals,
technology fest, i-seminar, etc.
COMPETITORS ANALYSIS
Oracle Corporation being the leaders of database vendors of the world, the biggest
competition comes in when there is a competition with its primary product, the database
market.
Recent reports from both IDC and Dataquest paint a picture of the database market, with growth projected to average around 6% per year. This limited growth as a bad sign for Oracle Corporation, since a great deal of our revenue comes from our database product.
Although the overall market may be growing conservatively, there is a pronounced shift in the allocation of the spending within that market – a shift that favors Oracle’s database.
The basicsThere are three basic facts that lay at the root of this analysis
1. the existence of a shift in the overall database market,
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2. the technical platforms involved in this shift,3. the cost of the shift to individual organizations
The shiftThe Unix database market, which is based on propietary hardware, has been losing market share, while that segment of the market that is based on low cost, commodity hardware (the x86 architecture) has been gaining. The driving force behind the shift is easy to see – x86 servers are typically dramatically less expensive than other server architectures.
The destinationsOnce an organization decides they will try and capture the benefits provided by commodity hardware, their next decision is which operating system to use on this low cost hardware. There are two chief destinations – Microsoft Windows and Linux. Of course, the Linux option is relatively new, but the existence of choice in this area has changed the position of Windows as the only platform that can leverage the cost advantages of commodity servers to one of two choices.
The processThe price/performance advantages of using an x86-based server have been clear for many years. If this is so, why is the Unix market segment still so large? After all, the Unix database market, even today, after several years of decline, is still almost 30% of the overall market.
Answer : Migrating to another database platform is an expensive and somewhat risky
proposition. Even if the database migration process itself is straightforward, there are still the
additional factors of acquiring expertise and honing administrative capabilities on another platform.
Most organizations do not make a migration decision lightly, even in the face of significant price benefits.
The questionThe database market is shifting. Migration is a resource intensive and somewhat risky task. Couple these two facts with one other, and you get an important determinant of the future direction of the market.
This final piece of the puzzle comes from a realization that Windows and Linux, as a platform for database servers, are relatively equal. Because of this equality, there is little
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reason why an organization would migrate from Windows to Linux, or Linux to Windows. The cost of the migration is still present, but the benefits are not.
This realization leads to the salient question concerning database market share in the future – which operating system is the target of more of these migrations? Since there is little reason to move from Windows to Linux, the destination of the moves is a decision that will affect the database market on an ongoing basis.
EvidenceThis chart also shows that Linux has been growing faster than Windows in terms of dollar amount. But neither of these comparisons can help to determine if people are moving from Unix to Windows or Linux.
You can determine the impact of migrations by comparing the overall growth of the Windows market and the *nix market1.
If the growth in the Windows platform were higher than the *nix platform, more people were moving to Windows from Unix than to Linux from Unix.
If the *nix market grew faster than Windows, the number would indicate that more organizations were moving to Linux than Windows. The next chart presents these numbers for the market for the past two years.
Keep in mind what this chart shows. This is not simply the growth in Linux, but that growth offset by the decline in the traditional Unix market.
ImplicationThe data is striking. In the course of two years, the growth in the combined *nix market went from being barely a third of the growth in the Windows market to being almost 25% more. Although this data is only from the past three years, Linux has only had an appreciable effect on the database market
1 The overall growth in database sales comes from both organic growth of existing databases on a platform as well as migrations. Since the overall market for
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0
100
200
300
400
Mill
ion
s
2003 2004
Source: Dataquest
Gross market growth
Windows
Linux
Organisational Study
since 20022. The relative newness of the Linux platform makes the results stand out in even sharper contrast – as Linux gains maturity and enterprise acceptance, the swing may very well become more pronounced.
The implication presented by this number is clear - the destination of Unix migrations is shifting from Windows to Linux.
Vendor implications
IBMThe shift in the database market does not appear to help IBM’s position in the market. IBM is essentially tied with Oracle for the top market share, as of 2004. But the numbers from that year paint a disappointing story for IBM’s future prospects.
In 2004, most of IBM’s growth came from the mainframe, a platform they own and which is not the target of growth from migrations, and Unix. IBM’s sales increased over 4% on traditional Unix platforms, while the overall revenue for the platform decreased over 1%.
IBM did not do well on the target platforms for Unix migrations. For the second year in a row, IBM actually decreased their revenue on Windows. In 2004, IBM database products produced less than 85% of the revenue they produced on Windows in 2002, while the overall revenue for this platform grew 15% over the same period.
On Linux, IBM is faring even worse. Although their revenue on Linux increased by more than 61% on this platform over two years, this increase was dwarfed by the overall growth on the platform of almost 465%. The following chart compares relative market share on Linux for Oracle and IBM vividly illustrates IBM’s relative lack of success on Linux in comparison to Oracle.
With the database market undergoing a shift from traditional platforms to Linux and Unix, market share numbers demostrate that IBM is unable to take advantage of this shift. IBM’s market share has
Windows and *nix are approximately equal, and since the growth of a database is not platform-dependent, this type of growth should be approximately equal for the two platforms. If anything, this natural growth should be greater for Windows, since the Unix market place is mature and declining, while the Windows market is much younger, where more rapid natural growth takes place.2 In 2002, Linux only accounted for 1.4% of the overall market. By 2004, this percentage had grown to 8.4%.
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decreased from 35.7% to 34.1% in the past two years, and indications are that this erosion will continue.
MicrosoftMicrosoft, however, is much better positioned to benefit from the shift in database platforms. They own one of the targets of these migrations – Windows – and maintain a leading market share on that platform of 50.9%.
However, even dominance on Windows will not be enough for Microsoft to capture the top spot in the database market. Their strength on the Windows platform is offset by their lack of support for Linux. As the charts earlier in this report indicate, the database market is shifting to Linux more rapidly than they are to Windows, a trend that may very well accelerate as Linux becomes a more robust and safe choice.
If IBM’s slide in these key migration markets continue, Microsoft may become the number two database vendor, but they have little chance of claiming the top spot in the database market.
Oracle Although our traditional strength has been in the Unix market, our market share in the Linux arena is even better. Last year, Oracle captured over 80% of new Linux licenses. In addition, Oracle’s market share grew on the Windows platform.
Most importantly, Oracle’s ability to run on both target migration platforms makes them a safer choice than Microsoft. With IBM declining and Microsoft limited to Windows, Oracle becomes the logical selection as a migration target.
Even if, as Microsoft contends, the growth in Linux is due to migrations from Unix, Oracle will remain the leading database vendor by capturing the majority of these migrations, while Microsoft has to depend on the internal growth of databases on only the Windows platform, which is a much slower process. These simple facts point the way to Oracle’s continued role as the leading database vendor in the world. DB2 is slipping in the growth markets for database servers, and Microsoft has no solution for the Linux platform. Oracle’s continuing dominance over Microsoft is due to the combination of three factors
Oracle continues to have significant market share on the Windows platform Oracle completely dominates the Linux platform Even if Oracle cannot maintain it’s 81% market share in the Linux market, the
accelerating growth of this market as the target destination of Unix migrations
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will make Linux dominance more valuable than Windows dominance, giving Oracle an edge over Microsoft.
Oracle is the only major database vendor to see its revenue increase on both commodity hardware operating systems. By offering this popular choice, Oracle stands to benefit the most from the ongoing shift in the database market and maintain its dominant position.
The following is the statement of the market standing and the revenue earned over the
years by these top players in United States and also is shown the growth of these
organizations over the years and the proposed growth in the comin years with a graph