I. STATEMENT OF THE PROBLEM

The problem in the case “Hewlett-Packard’s Global Account Management” was the conflict of Global Account Managers (GAM) and country managers while implementing the GAM program. Beyond the performance measurement system, country managers felt threatened by the GAM as a whole. Country managers that did not buy into the GAM program were given several opportunities to accept the program and work with the GAMs. If managers did not eventually buy into the program they encouraged to pursue opportunities elsewhere in the organization or outside HP.

II. OBJECTIVE

The objective of this case study was to be able to understand the importance of delegation of tasks to employees in an organization.

III. AREAS OF CONSIDERATION

The three most important areas of consideration for this case are the following:

1. The Global Management Program itself. 2. The delegation of tasks to Hewlett-Packard’s employees. 3. The benefits of GAM to Hewlett-Packard’s customers.

IV. ALTERNATIVE COURSES OF ACTION

The following are the alternative courses of actions for this case study:

1. To continue the Global Account Management Program and maintain the existing policies. 2. To discontinue the GAM program and formulate other strategy since it creates conflict between the global account managers and country managers. 3. To continue the GAM program and have further analysis or re-evaluation on the proper delegation of tasks to Hewlett-Packard’s employees.

V. CONCLUSION

To be able to deliver good service to customers to any part of the world, a global account management program must be established in an organization with a worldwide service like in the case of the Hewlett-Packard.
I therefore conclude that Hewlett-Packard was right in formulating a GAM program for the benefit of its customers. The GAM