Every member of management is expected, as an essential part of his or her responsibilities, to promote the interests of IBM as a whole; to act within the framework of IBM's principles and corporate policies; and to facilitate the work of other IBM units affected by his or her actions.

Because the following responsibilities apply to all management positions they are inherently a part of every Management Position Guide and position description.

MANAGING PEOPLE

IBM's first principle, Respect for the Individual, embraces all of the responsibilities involved in managing people:

1. Staffing. Staff the organization with capable people; plan alternative career paths for employees with due regard for performance and for possible future skill requirements; release employees, if that becomes necessary.

2. Developing. Ensure that employees are adequately trained to perform their duties; assist and encourage subordinates in developing their skills and self-confidence, and in understanding opportunities for career development; develop suitable replacements, including own successor.

3. Motivating. Set meaningful departmental objectives and specific job objectives; ensure that employees know what they are expected to do and the standards by which they will be appraised; give adequate guidance and supervision; optimize use of employees' skills; periodically appraise employee performance against objectives; recommend promotions for employees who have demonstrated both a capability for and a willingness to accept increased responsibilities; ensure that individuals are properly paid for sustained performance; create an environment that encourages excellence; recognize and reward initiative, imagination, and work well done; set a good example. Grant awards for exceptional contributions to the business.

4. Delegating. Give employees sufficient authority to make necessary decisions in carrying out their assignments.

5. Employee Relations. Establish and maintain effective two-way communication to understand the needs and concerns of employees" communicate employee attitudes and expectations to higher management properly manage employee personal information recommend changes in policies and practices wherever employee needs are not being met.

6. Safety/Health. Ensure that potential safety/health hazards are eliminated or controlled through regular reviews of work activities, equipment and facilities. Provide employees with training and instructions on work practices.

7. Security. Identify and maintain accountability for company assets within assigned areas of management control, ensure employees understand their obligation to protect company assets; be aware of and implement security practices and procedures applicable to all areas of responsibility; take appropriate action when security infractions occur.

8. Equality. Take positive action to ensure equal opportunity in the conduct of all business activities without regard to race, religion, color, age, sex, marital status, or national origin. Offer opportunities to and adapt working environments for the handicapped.

9. Social Responsibility. Be aware of the CompanyÕs community and social responsibilities, ensure that consideration is given to these in meeting other responsibilities.

10. Personal. Devote adequate time and attention to personal development and training, particularly in the management of people resources.

MANAGING THE ORGANIZATION

The task of managing the organization involves the basic elements of management, including planning, organizing, coordinating, motivating and controlling.

11. Planning. Develop and recommend long-range goals and short-range objectives, as well as plans and practices intended to produce optimum results from the applicable organization; submit budgets as required, realistically reflecting expected income and/or expenditures; stay informed of relevant developments affecting products, services and techniques and use these to the benefit of IBM; capitalize on experience by proposing improvements in operating methods.

12. Organizing. Maintain a viable organization structure as conditions change; comply with applicable policies, instructions, and procedures; recommend changes when existing guidelines need improvement.

13. Doing. Direct day-to-day operations to attain established goals and objectives; coordinate tasks to achieve integrated performance and the full potential of the organization. Support and project the unity and integrity of IBM management to subordinates by personal conduct which will instill the greatest confidence in the Company, its management, and its principles.

14. Communicating. Cooperate actively with associates, both line and staff, to foster and maintain constructive teamwork and to further the attainment of joint goals; keep own manager informed of significant events, actions taken, or decisions needed.

15. Controlling. Monitor performance against approved plans; administer area of responsibility within approved budget.

The specific responsibilities assigned to a position in addition to the basic responsibilities enumerated above, will be found in the Management Position Guide or position description for that position. Progressive managers will improve and develop themselves to increase their capacity to plan, analyze, organize, motivate and lead, and direct their talents toward the advancement of the Corporation's interests as well as those of their particular areas.