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Managerial Approach

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Managerial Approach
1.0 Communication Comes First Strong internal communication between management and employees is fundamental to HP's open and honest culture. Keeping employees informed about HP’s business motivates them and illustrates how their work contributes to HP's success. HP strives to provide a work environment where everyone's voice is heard and where all issues raised are resolved promptly. HP encourages employees to discuss any concerns directly with managers, human resources (HR) staff or the Ethics and Compliance Office. HR staff work with employees and managers to address these issues. The employees will feel that management listens to them before making decisions, communicate decisions and encourages team work. i) Communication model used

In 2007, HP Chairman and Chief Executive Officer Mark Hurd held 22 communication sessions at locations around the world. These included open dialogues about issues raised in the employee survey and answers to employee questions during live events. In total, 10,000 employees attended the communication sessions. Webcast replays, transcripts and written summaries of all major employee events are posted on HP’s Intranet for employees to access. Each meeting in 2007 reached an average of 4,500 managers and 15,000 employees.

Senior managers also hold similar events across regions. Currently, every quarter, HP CEO holds an all-manager and all-employee meeting where she provides an update on company performance, recognize outstanding contributions and answer employee questions. ii) Setting Goals
HP uses the Management By Objectives (MBO) methodology. HP uses a standard performance tool to manage goals within the organization across the globe, and track progress. 1. How to set effective goals
The tool governs the way goals are set. HP stresses on the importance of the goals to be SMART

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