the matrix seems to be a logical organizational solution‚ Fiorina‚ has not found it an easy structure. She has struggled with ambiguous 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
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Unintended Consequences from Failure In the article “Can You Handle Failure?” Ben Dattner and Robert Hogan (2011) reflect on data collected from over several hundred thousand managers to determine how failure will affect one’s behavior and surroundings in the workplace. While everyone handles failure differently‚ Dattner and Hogan (2011) believe many managers perceive and react to failure inappropriately. Dysfunctional reactions to failure from managers will cause unintended consequences which
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the board the relative SWOT analysis of potential pairings with companies such as Dell‚ Sun‚ EMC Corporation‚ and Hewlett-Packard among others‚ and according to Capellas‚ the strengths of a combined HP and Compaq were “intuitively obvious”. “We wanted to be the next IBM‚” Capellas said. Discussions of a business combination between Hewlett-Packard and Compaq began in June 2001‚ during licensing conversations between the two companies concerning HP-UX software. Carly Fiorina‚ former HP Chairman and
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are the most serious. One of the most serious problems I have identified in the case‚ the new CEO Mark Hurd‚ found himself in charge of a stressed‚ dysfunctional corporation after Hewlett-Packard fired CEO Carly Fiorina. It was unclear and no one knew if the strategic vision‚ that Carly Fiorina has been using to guide the company-“digital‚ virtual‚ mobile‚ personal” was being executed or not. The company reward system was so complex that no one knew how performance affected their bonuses. The executives
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overseeing the interest of the owners and the profitability of the company very seriously when they vote to fire Fiorina. The board realized that is was important for the company to have as CEO someone who could move faster than her to recruit and retain talent‚ boost revenues and increase profits. 3. Was Carly Fiorina treated fairly by the board? Why or why not? In a way CEO Ms. Fiorina was not treaty fairly by the board. The constant leak of the information serves as proof on the unethical behavior
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decline in operating and net earning from 11% to 6% HP had negative growth rate in all business except printer and imaging business. New CEO carly fiorina had taken some strategic steps‚ revamp the HP way culture‚ narrowed down the product offering from 83 nos to 17 nos‚ in order to make it profitable. In early 2001 due to challenges faced by HP CEO fiorina had taken decision of acquisition of Compaq. alter hewletts and other founder board member of HP was strongly opposed theat merger. Both had
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HP believes that sustainability is the key to helping them lead in key markets. In addition‚ HP has had a hard time retaining key employees and a high turnover within the top management team. Within a decade‚ HP has been led by several CEOs: Carly Fiorina‚ Mark Hurd‚ and Leo Apotheker. Meg Whitman‚ the current president and CEO at HP‚ is making an effort to create a new vision‚ promoting the revitalization in organizational performance‚ and encouraging employees to revert back to the ‘HP Way’. The
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Brooke Geary Nick Haglind Garrett Gardner Group 3 Case Analysis: The Rise and fall of Carly Fiorina Carleton Fiorina was once renowned as one of the greatest and most innovative CEO’s of our time. She was brought into Hewlett Packard (HP) in 1999 as their new CEO and instantly recognizable for her “charisma‚ visibility‚ and aggressiveness” (Robbins & Judge‚ 2007‚ p. 138). She came to the company with a promising background as a star executive at Lucent technologies-AT&T‚ where she was revered as
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cherished culture of HP. HP a well set up and once a market leader‚ setup by two young graduates of Stanford‚ Bill Hewlett and David Packard‚ was facing the problem after the retirement of its founder members and a not so high regime after them. Carly Fiorina was appointed as a new C.E.O in July 1999. Looking at the problems faced by the company due to changing business environment and looking at the potential of the organization‚ she adopted some aggressive steps towards the organization stabilization
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Running Head: KERZNER OFFICE EQUIPMENT RESEARCH Kerzner Office Equipment Research By Learning Team-A Strategic Implementation and Alignment MBA/590 University of Phoenix Introduction- Meena Sundararaman Key Course Concepts The two concepts identified with the La-Z-Boy and the Mattson Corporation benchmarking are creating an effective shared vision and the two stages of the Team Development model‚ forming and storming. The two concepts identified with the companies I chose are:
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