A case study of the wide scale structural change at Hewlett-Packard that was instigated by the changing electronics market during 1982.
Written in 2008; 1,723 words; 1 sources; APA; $ 55.95
Paper Summary:
This paper discusses problems such as the lack of coordination between divisions, the corporate culture known as the HP Way, and management issues at Hewlett-Packard following the institutionalizing of structural changes. The writer describes some relevant theories, such as Fiedler's Model, and shows wherein Hewlett-Packard falls short of this managerial model and therefore has been ineffective. The paper concludes with suggested short- and long-term solutions.
Outline
Executive Summary
Questions: Issues and Problems
The HP Way
Divisional Structure and Cooperation Issues
Management Issues
Theories, Approaches and Concepts
Team Dynamics
Management Models
Leader Member Relations
Position Power
Conclusions and Recommendations
Short Term
Long Term
From the Paper:
"There are two major issues at the root of the problems described by the case study relating to Hewlett-Packard. Firstly, there is the fact that the company appears to struggle with implementing effective change in the continually changing environment in which it operates. Secondly, it appears that there is difficulty in the internal cooperation between computer divisions. At first glance, this difficulty of handling change effectively appears somewhat unusual, as the company has successfully implemented major changes for decades. In any event, these problems result in a number of other issues that the company is struggling with."
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