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
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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
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THE RISE AND FALL OF CARLY FIORINA 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
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At twenty-three, Carly Fiorina had dropped out of UCLA Law School with no plans about what she wanted to do with her future. However, almost twenty-two years later, she became president and CEO of Hewlett-Packard Company - the first woman CEO of a Fortune 20 company. She was given a mandate by HP’s board of directors to “shake things up” and was later named the "Most Powerful Woman in Business" by Fortune magazine. Prior to joining HP, Fiorina spent nearly twenty years at AT&T and Lucent Technologies
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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
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On November 6, 2001 Carly Fiorina HP CEO announces merger with Compaq. This is the one of the most notable days in HP history and as well as PC industry. It was called Largest merger in the PC industry and dumbest deal of the decade. When analyzing this merger after 13 year picture is changed. HP share price has raised more than 150% after merger. Carly Fiorina is not CEO and HP is still one of the most profitable companies in the world. HP is one of the famous companies found in Pao Alto in
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management project: The HP merger with Compaq Table of content: • HP- presentation • Subject of change- Hp’s merger with Compaq • Promoters of the change and their motivation • Resisting forces • Critical mass • Trigger. Reducing resisting forces. Results • Change process-dynamics of the forces that promote change and the inertial forces • Analysis of the result. Residual stress • Conclusions HP In 1938, two Stanford graduates
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Case analysis 1. THE RISE AND FALL OF CARLY FIORINA (Chapter 4) For a long time, Carleton S. (“Carly”) Fiorina was one of the best-known CEOs in the world. Brought in as Hewlett-Packard‟s (HP) CEO in 1999, Fiorina was instantly recognizable for her charisma, visibility, and aggressiveness. Practically every OB book (including 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
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Motivation Since Carly Fiorina’s tenure as CEO, surveys conducted by HP have shown that employee morale has “cratered”. (7) This can be attributed to several major negative motivational factors that have hindered HP's work environment, such as poor job security and weak communication between leaders and employees. The period under Carly Fiorina and Mark Hurd was dominated by excessive cost cutting, and as a result fear was said to be the main source of motivation during their tenures. As stated
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think they are the most serious. When Mark Hurd, the new CEO, took over, he found matrix structures ambiguous, confusing and inefficient. The main reason is that there is no clarity on the roles that each unit in the matrix is intended to play. Unit roles suppose, responsibilities and relationships in a way that is clear, but not excessively detailed and hierarchical. Although the matrix seems to be a logical organizational solution, Fiorina, has not found it an easy structure. She has struggled with
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