Year of Award
Master of Business Administration (MBA)
College of Business & Professional Studies
telephone, deregulation, Baby Bells, marketing, supervisor, employee
American Telephone and Telegraph from its inception was destined to be immense by any measurement. At the turn of the century when most of the attention was centered on the "captains of industry" who were employing the masses during an incredible technological surge at the zenith of the industrial revolution a grassroots advance was taking place upon the business sector of this country. It was called the telephone. The early managers of the telephone company set about in an orderly and deliberate fashion to build the foundations for what,would one day become the world's largest corporation. Their intent was simple: Get one to everyone. To accomplish this task they became tunnel-visioned upon one strategic goal: Universal Service. During the next six decades only two other purposeful-events that would have any effect upon this, core strategy took place. The establishment of Bell Laboratories in 1925 amid the inception and implementation of a small marketing department during the late fifties.
Coincidentally taking place was an increased government interest in the size, and attitude of what had become the largest corporation in the world rivaling in size only the United States government. There within the government a small group of bureaucrats set about to dismantle the communications giant. This disruption in the equilibrium which had hitherto taken place between the government regulators and AT&T required a new stamina from the staid management at 195 Broadway. It was now incumbent upon the management to recognize the change that had taken place around them. The telephone had become inextricably linked to the computer. The cry of the company was daily denials that AT&T with the Bell System was destined to become a wire and cable company. But for this not to occur a complete change had to be effected. A new strategy had to be devised and inserted into the corporation's management perspective. It was a paradox more complicated than a "Rubic's" cube. How to seize opportunity in the marketplace that on one hand was the result of its very own technological advances; but on the other, dismantle itself and maintain profitability in order to procure admission by the government to those very technological opportunities.
This study attempts to focus on the abrupt change that took place, so that you may decide for yourself if such a change was successfully effected.
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Mulitsch, Andrew Joseph, "The Evolution of Management Style and its Impact Upon Strategic Planning Caused by the AT&T Divestiture" (1989). All Theses, Dissertations, and Capstone Projects. 497.
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