... Abstract From the Introduction to Leadership to the Negative (Dark) Side of Leadership and everything thing in between, this has been a life changing seven weeks. My mind was impacted with knowledge that I did not have prior to taking this course. This course has taught me about how to go about bringing change by getting everyone involved especially, the people that are going to be affected by the change. Working with my team members on our Capstone Case, I have learned what it takes to be a team player and a team leader. Listen to all opinions, be very thoughtful and make a sound and decisive decision on which direction to lead your company. Most of all I learned that Leadership and Change are about “PEOPLE.” 1. What have you been assigned to provide in the development of the Capstone Case? Why is it important to the major premise of the Teams initiative? I have been assigned to research company personnel needed to be included in the planning, implementing, sustaining the change and why? A strong leader with a vision, plans, and surrounded by a team of individuals that believe in the vision and trust the leader can effect change. The leader is very important to the major premise of the team initiative because without a leader the team will not have direction. This is like steering a ship without its captain. For our capstone case on Hewlett Packard, I selected the best leader available to lead Hewlett Packard through this change and surrounded her with individuals with...
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...Reorganization of Hewlett-Packard: Carly Fiorina’s Change Era Tuesday, February 17, 2015 MGMT 6320: Leading Organizational Change I. Background and History of Organization Nature of Products and Industry Hewlett Packard (HP) is a leader in the computer industry. HP started as a test and measurement company, however, the company began selling computers and printers in the 1970. The computer industry started to grow in the 1990s due to the growing popularity of personal computers and the introduction of the internet. While the test and measurement equipment remained one of HP’s business products, computers and printers became HP’s main source of revenue because of the rapid growth in the computer industry. HP’s products are all innovative and fairly new to the public market. This allows HP to have a large market share in its industry. However, HP is also vulnerable because competitors will start making competing products. HP could lose market share if it does not continue to be innovative with its current products and creating new products. This is shown throughout HP’s history. Age of Organization and History Bill Hewlett and Dave Packard created HP in 1939. Quickly, HP became known for its management procedures and innovative products. Mr. Hewlett and Mr. Packard created a cultural norm called the “HP Way” that focused on “profits more than revenue growth, teamwork, open-door management, full employment, egalitarian pay practices, and flexible work hours” (Beers...
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...supported by plenty of anecdotal evidence to support his claim. Johnson identifies Fiorina’s leadership direction was set by the Board of HP, found that the Board itself had been unethical, and the Board did little to influence or change this direction until the penultimate days of Fiorina’s tenure. The article fails to recognise that Fiorina’s “fall” was ultimately caused by her failure to improve the bottom line. But recognises that her poor performance as an ethical Leader had left her without sufficient support to allow her to complete her radical changes. The ethical Leader construct used here, could be considered to be inadequate to comprehensively assess Fiorina’s leadership, and highlights a need for a more integrated construct/s covering commonly shared behaviours. This essay discusses the addition of change-oriented leadership behaviour to task-oriented and relationship –oriented leadership constructs to overcome this limitation. Elements of leadership Johnson (p. 188) focusses on Fiorina’s ethical leadership behaviours (Brown , et al., 2005) to justify his judgement that Fiorina was a bad leader of Hewlett-Packard. Johnson (p. 192) also goes on to describe her as a Charismatic leader without being explicit on the elements which support this, merely drawing on some of the expressions of her actions. Johnson (p. 192) uses two definitions to identify the ethical leadership construct – “The Moral Person” (Trevino, et al., 2000) – behaving morally as a leader;...
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...TRANSFORMATION Leadership at HP | Under supervision of DR. Ahmed Farouk | | This report will present transformation process of hp corp. By discussing the following topics: Organization background, organization culture specifically “hp way”, One of the leaders who leaded the company towards a great transformation, hp before and after the transformation and finally discussing the role of the human resource in the transformation process. | | | 1/30/2012 | | CONTENTS 1. INTRODUCTION …………………………………………………………………………………… | 03 | 2. ORGANIZATION BACKGROUND ……………………………………………………………….2.1 HP Background …………………………………………………………………………………..2.2 HP Mission Statements …………………………………………………………………………..2.2 HP Vision Statements ……………………………………………………………………………2.3 HP Workforce …………………………………………………………………………………… | 0505111212 | 3. THE RISE AND FALL OF "THE HP WAY" ……………………………...................................... 3.1 Rising the HP Way ……………………………………………………………………………….3.2 Losing the HP Way ……………………………………………………………............................ | 131316 | 4. HP SIGNIFICANT TRANSFORMATION ……………………………………………………….. 4.1 HP Before The Transformation …………………………………………………………………4.1.1 Lewis Platt ……………………………………………………………………………4.1.2 HP's Carly Fiorina: The CEO of HP …………………………………………………4.1.3 HP's Carly Fiorina: The Transformation leader ……………………………………...4.2 Hp Transformation ………………………………………………………………………………...
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...Leadership Styles of Carly Fiorina and Steve Jobs Running head: LEADERSHIP STYLES OF CARLY FIORINA AND STEVE JOBS 1 Leadership Styles of Carly Fiorina and Steve Jobs Group 1 Management 4314 MGT4314 Submitted to Dr. Stephanie Solansky Leadership Styles of Carly Fiorina and Steve Jobs Leadership Styles of Carly Fiorina and Steve Jobs Carly Fiorina took a leadership position as CEO of Hewlett-Packard for about 6 years. She brought to Hewlett-Packard (HP) nearly twenty years of experience and expertise in marketing and sales that she acquired with AT&T and Lucent. However, she failed to execute HP's strategy and deliver improvements in the company's profits and stock price. She was asked by Hewlett-Packard's board of directors to resign due to the lack of the leadership skills needed to take advantage of emerging market opportunities (Hewlett-Packard, 2007). Fiorina's mistakes in leading HP are an illustration that leadership effectiveness is dependent on situation and other environmental influences, 2 and not only the traits of the leader. In contrast to Fiorina’s leadership failure, a success story unfolded at Apple Computers where a leader practically saved the company. Management guru Jim Collins calls him the "Beethoven of business," Wall Street loves him, and even Bill Gates became more of a partner to him after once being his nemesis. This powerful man is Steve Jobs, cofounder and current chief executive officer of Apple Computer. Much has been made of Jobs'...
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...resources and problem solving. Thus management cannot judge what expectations are reasonable, and cannot set goals and deadlines that are ambitious but still meaningful. Meanwhile, the under-manager gets caught in a vicious downward spiral managing problems after the fact, putting out fires that never should have gotten started in the first place, salvaging wasted resources and turning around employees who have been going in the wrong direction, unnoticed, for days, weeks or months. Secondly, having a bonus system that was so complicated that no one understood it is never good for a company. Bonus systems should be as simple as possible to measure and track. Also a bonus system should be designed to reward good behavior, not necessarily to change or punish poor behavior. Lastly, a complex and confusing matrix structure blurred accountability lines and slowed the decision making process. A Matrix structure is a type of “organizational management in which people with similar skills are pooled for work assignments” (Matrix Management, para 1). For example, all information technologists may be in one IT department, but may be assigned to different projects and report to a project manager while working on the project. When a matrix structure works properly it allows the...
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...designed HP’s successful blade server. During those years, HP looked a lot more like Apple and Google. The split will create two different companies within a large organisation that is lead by the same CEO, HP Inc. and Hewlett-Packard Enterprise, which will require incremental and discontinuous innovation, respectively. Von Stamm (2008) points out that there has been much debate as to whether large organisations can pursue both incremental and radical innovation successfully. Particularly, O’Reilly and Tushman (1997; 2004) argue that the same organisation cannot successfully pursue various types of innovation, and companies would be well advised to divide their organisations into two to pursue each type innovation separately. In their Ambidextrous Organisation model, the role of top management is to bring together both components of the organisation into a common vision of the firm and put in place the management process that balances both agendas. According to Boer and Gertsen (2003) this means HP must simultaneously become both ‘singular organic’ and ‘singular mechanistic’. However, Von Stamm (2008) would argue that HP have become a pure ‘reactor’, that is, neither exploring nor exploiting innovation at all, and thus not keeping up with their past-paced external environment. Thus, in Boer and Gertsen’s (2003) model, HP must be at least ‘binary’, and ideally ‘dual’, in order to simultaneously pursue stability and change and to be known as an ‘ambidextrous organisation’ (O’Reilly...
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...MAC 600 Business Management and Governance 3rd Trimester – AY 2013-2014 CASE ANALYSIS Hewlett-Packard Under Carly Fiorina and After Her Submitted by: Chris L. Espina Date of Submission: May 17, 2014 I. Perspective held by the Students This case talks about the management and leadership of Carly Fiorina, the chosen CEO of HP after her long years with AT&T and Lucent Technologies. She was known to be a woman of “silver tongue and iron will”. She dropped out of law school and pursued for Business Administration and Marketing Career and found herself successful in the field of sales and marketing, thus paving her way to be a top choice for the chief executive position of Hewlett-Packard. The perspective taken in this analysis was on Carly Fiorina. It is then to be assessed, her actions and decisions made for the company and how did it affect in the entity’s performance. Recognition of elements and factors were done regarding on the negative effects of the actions she took for HP, that made her lose her credibility in the company and resulted to her resignation from the position she was handling. II. Case Facts Hewlett-Packard is known to be the second largest computer maker in the world. In 1999, the company hired Carly Fiorina to be its Chief Executive Officer, who is the first outsider who ever filled a top position in the company for the past 60 years. She was a student of philosophy, medieval history and marketing. With her skills in sales...
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...For a long time, Carleton S. (‘Carly’) Fiorina was one of the best-known CEO’s in the world. Brought in as Helwett-Packard’s (HP) CEO in 1999, Fiorina was instantly recognisable for her charisma, visibility and aggressiveness. Practically every OB book (including past editions of this one) featured her. She was even mentioned as a possible cabinet member of the Bush administration or a Senate candidate from California. Widely praised as a change agent and a visionary leader at Lucent Technologies-which she led before joining HP-Fiorina had a way of generating enthusiasm and excitement. Some called her a ‘rock star’ CEO. However, under Fiorina’s leadership, HP struggled as the world’s second largest computer company. Although revenue climbed steadily under her leadership, profit did not. Nor did the stock price-an investor who bought HP stock the day Fiorina was hired would have seen 55 per cent of the investment vanish by the time she was fired. Her acquisition of Compaq in 2002, which Walter Hawlett (son of the company’s co-founder and one of HP’s largest shareholders) was adamantly against, never paid off as promised. As a result of these struggles, the HP board tried to find a way to limit Fiorina’s powers and give more authority to other executives a month before her firing, Fiorina was told point-blank by three board members that she had to change her style. She adamantly refused. A month later, when informed of the board’s decision to fire her, Fiorina was ‘stunned’. ...
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...In 1992, Hewlett Packard (HP) launched a technical innovation, the Kittyhawk, the smallest hard drive in the world at the time. The Kittyhawk development project had leadership support, decentralized project structure, and the financial/technical backing on HP. Despite these strengths the Kittyhawk had marginal success in the market with sales below estimated targets. The challenges the Kittyhawk development team had to overcome included difficulty identifying the correct market and an ambitious project deadline. The accumulation of missed opportunities within the Kittyhawk development project led to a revolutionary product with a much higher price point than many customers were willing to pay. The key strengths in structure of the Kittyhawk development team can be traced to two major elements: senior leadership team support and financial/technical backing of HP in addition to a decentralized project structure. Two very senior and well-respected leaders within HP, Bruce Spenner and Dick Hackborn as well as the CEO, Lew Platt, supported the Kittyhawk project. Their support made Kittyhawk a priority and the project was therefore able to obtain valuable needed resources, including the most exceptional employees from the Disk Memory Division (DMD) as well as other divisions within HP. Throughout the entire development phase of the Kittyhawk project, its importance was reinforced with regular visits from Lew Platt. To complement senior leadership’s support the Kittyhawk project...
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...fellowship in 1939. Hewlett Packard Company commonly referred as ‘HP’. HP product lines include personal computing devices, enterprise servers, related storage devices and diverse range of printers and imaging products. HP Company has been described as one of the most successful companies of the 20th Century. The reason why this company was so successful over such a long period of time may well lie in the management of its corporate culture ‘The HP Way’. The HP Way reflects the personal core values of Bill Hewlett and David Packard, and the translation of those values into a comprehensive set of operating practices, cultural norms, and business strategies (Collins, 2005). However, since the late 1990s, the company has been experiencing a new and different culture is emerging, ‘The New HP Way’. Today, many companies take the tenets of the HP way almost for granted but when first formulated, they were visionary. This report would briefly outline ‘The HP Way’ and ‘The New HP Way’ organisations which is a balance between profits for the owners and shareholders of the company and the rights, job security and working conditions of its employees. * Organisational Behaviour Effective communication & Leadership Behaviour The HP’s way of communicating was unusual and unique. A two-way communication was opened to everyone and allowed employees to share their thoughts each other including the President oh HP. This called the ‘open door’. In effective communication, the sender’s...
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...This essay examines the case study "The rise and fall of Carleton S. ('Carly') Fiorina, during her employment as Chief Executive Officer (CEO) with Hewlett-Packard (HP) (Robbins et al. 2008). Well-known for her charisma, high profile and aggressiveness in business, Carly's previous employers at Lucent Technologies paid tribute her imaginative leadership style, her enthusiasm, and her ability to introduce and lead change. (Robbins et al.). The value of individual personality tests as an indicator for business success will be examined. This essay also looks at Carly's personality, and how it may have impacted on her ability to perform her job. It will be argued that personality testing has limited value as an indicator of business success. Other factors considered include gender, organisational culture and charismatic leaders. Burton et al. (2009), describes personality as the enduring blueprint for an individual's motivation and behaviour expressed in different circumstance, including the individual's thoughts and feelings. According to Burton et al., personality can change however, adult personality show significant reliability over time. Carly personality was well known and was considered as a great asset at the time of her employment at HP. Carly was portrayed as charismatic, visionary, and unconventional and as having the resolve necessary to undertake the job (Robins et al. 2008). Carly did not appear to place a high value on traditional goals, but rather she was interested...
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...responsibilities and reporting relationships, been slowed down by the search for consensus decisions, and found it hard to get all the different units to work constructively together. In fact, CEO Carly Fiorina was so preoccupied with immediate issues that she lost sight of her ultimate objectives. Fiorina and her staff consider that the HP Way is an anachronism of a different, slower time, and that for the company to survive and succeed in the future it must be driven purely by a rational business strategy. After all of the layoffs, organizational changes, assertion of executive hierarchies and the destruction of traditional company rules of behavior, the HP Way that the old-timers are fighting to save is probably already dead. Fiorina and her team appear not to believe in the Way, they are now reduced to appealing to it in order to get enough shareholders votes to win. What this means is that, contra-Carly, the HP Way really did exist, it remains as powerful and useful as ever, and that its last use will be to destroy itself forever. So, What Is the Strategy? Fiorina did not believe in the HP Way, and she just followed its dictates. But the heart of the HP Way is the notion of trust, and the...
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...of settings for measuring organizational success, and is extremely similar to green chemistry, which reduces the use of energy and materials that harm the environment. Green computing helps to promote the usage of biodegradable products and recycle computer components whenever possible. October 15, 2012 HP Green Computing HP Eco Solutions HP Eco Solutions is the technology industry’s leading environmental program HP is committed to providing customers with inventive, high-quality products and services that are environmentally sound, and to conduct our operations in an environmentally responsible manner. The HP Eco Solutions program encompasses our strategy to achieve this commitment, including: • Making it simpler for our customers to be green • Investment in innovation that reduces the environmental impact of our operations and our products • Leading by example and using our influence responsibly When it comes to HP Business Notebooks, Desktop PCs, Thin Clients, Workstations, Client Virtualization and iPAQ handheld computers, this means addressing: • Energy efficiency • Materials • End-of-life • Social responsibility It is also our job to make sure that HP Eco Solutions deliver business benefits for our customers. After all, “being environmentally responsible is not just a trend. It’s not just good to do. It’s good for business.” — Mark Hurd, Chairman, CEO and...
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...HRM 87 Companies must evolve throughout the years to stay in business. They must keep up with technology demands, changes in the economy, as well as cultural changes when there is change in leadership. This paper is going to discuss. The changes that Home Depot and Hewlett Packard has gone through when they change the Chief Executive Officers and how it impacted the companies positively and negatively. Hewlett Packard announced in 2011 that they were replacing the then CEO Leo Apotheker with former EBay CEO Meg Whitman. [ (Chan, 2011) ]According to Whitman, “HP is investing in innovation, bringing cost in line with revenue, improving profits, lowering debt, optimizing cash flow, and exceeding financial performance.” [ (Takahashi, 2013) ] Instead changing the way that HP did things when Apotheker was CEO, Whitman seems to tweak the way HP will improve their businesses by investing more in business printers rather than expanding into tablets and smartphones as their competitors have done. Home Depot replaced CEO Robert Nordelli with Frank Blake in 2007 and is reported by Reuters an improvement in the culture of the business. When Nordelli was CEO Home Depot would focus on metric c sales b y making sure that the stores would all carry the same merchandise rather than allowing the stores to order what they need. In other words, if a store sold double the snow shovels than water hoses but another store sold more water hoses than snow shovels, under Nordelli both...
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