Vandenberg Air Force Base, California
CASE STUDY summary: HEWLETT-PACKARD
A Paper submitted in Partial Fulfillment
Of the Requirements for
MGMT 590: Sustainable lead for Organizational Effectiveness
Jason Wentz
Jason Silva
College of Business and Public perplexity
Department of Organizational Management and Leadership
September 18, 2012
Summary
Hewlett-Packard (HP) has been a mainstay of the corporate landscape for everywhere sixty years (Burnett & international ampere; Wick, 2005, p. 182). This is no small consummation and serves as a testament to HPs allegiance to sustainable leadership practices. Many of HPs sustainable leadership practices were showcased during Carly Fiorinas effort to Reinvent HP in late 1999 (Burnett & Wick, 2005, p. 182). At the time, Fiorina was the newly appointed chief operating officer of HP and had just been tasked by the board of directors to guide a company-wide effort to improve overall performance. Prior to Fiorina assuming the fibre of CEO, HP had experienced a bit of a downswing (Burnett & Wick, 2005, p. 182). HP was losing out on many opportunities collect to stagnant growth, inefficient decision-making, and misaligned resources (Burnett & Wick, 2005, p. 182). It was eventually determined that managers were at the heart of the problem.
Managers simply did not have the tools necessary to dilate in an increasingly fast-paced corporate environment.
The cornerstone of Fiorinas effort to put HP back on sign was a program called Dynamic Leadership. The programs basic purpose was to improve the management teams capacity to drive quick results in support of organizational stakeholders (Burnett & Wick, 2005, p. 183). More specifically, the program set out to accelerate concretion to senior purpose, improve collaboration across boundaries, accelerate meridian and resolving issues, and improve decision making (Burnett & Wick, 2005, p. 182). Managers that participated in the program received a two-day...If you want to get a full essay, order it on our website: Ordercustompaper.com
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