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HP

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by

Sarah Berry

on 4 April 2013

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Transcript of HP

Organizational Culture Organizational Culture Hewlett and Packard We have trust and respect for individuals. Conclusion Definition, explanation HP was started in 1939 by Bill Hewlett and
Dave Packard in this garage in Palo Alto, California

From the very beginning Bill and Dave realized they needed a framework that would foster an excellent working corporate culture.

The HP way is HPs’ active incorporation and interpretation of organizational culture. Organizational Culture


Values and Beliefs


Change


Questions? Average Joe's We focus on a high level of achievement and contribution HP
-Responsible Employment Contracts
-Repositioning
-Community Involvement Consistency, Honesty, and Truthfulness We achieve our common objectives through teamwork We encourage flexibility and innovation Carly Fiorina Mark Hurd Mark Hurd's Major Actions
-Cut 14,500 Jobs
-Purchased 3 Companies
-Cut Sales Training Program
-Reduced Apps and HP Labs Activities
-Introduced New Sales Competition Leo Apotheker CEO:
September 2010 to September 2011 Meg Whitman We conduct our business with uncompromising integrity Steve Hackett, Jenny(Yujung) Kim, Sarah Berry, Keirnan Wright and Tom Troyer "It is necessary that people work together in unison toward common objectives and avoid working at cross purposes at all levels if the ultimate in efficiency and achievement is to be obtained."
- Dave Packard "Here’s the deal: I’m team oriented."
-Meg Whitman HP-Ethics and Compliance Office
-> honest, welcoming, understanding environment Achievement
->competition
->goals, targets Differentiation from competition Organizational Culture is the collective behaviors and values of the people who work within an organization

It includes the expectations, experiences, visions, and company norms that are taught and introduced to each new employee.

Within the company it affects the way people interact with both fellow workers and company clients. CEO at HP 1999-2005 "... if you can’t make your numbers, I will find someone who can." Company re-structured around central management with minimal employee autonomy. -Shifted focus from employee nurturing to financial performance. Financial results became the primary goal. Introduced a top-down, dictatorial management structure. + = Competitive market share and market domination more crucial to success than other cultural factors such as innovation or team-building. Employee Reaction
-Lowest Employee Satisfaction Among Competitors
-Overworked, Favoritism
-Disliked Controlling, Competitive Environment
-Missed Collaboration, Creation Employees sharing ideas Use of storeroom equipment Flexible work hours Seen as distant, negative and weak Lack of trust with HP executives Lack of communication Not a strong leader CEO since September 2011 Focused on eliminating any uncertainties Improve operational and financial performance. High Employee satisfaction Approachable Back on the road to success Employees dictate what they work on, and therefore who they work with. Many small, independently managed groups formed HP. Though divisions larger, teamwork is still important. Money as incentive, rather than compensation. 5 Principles of the HP Way

1. We have trust and respect for individuals.
2. We focus on a high level of achievement and contribution.
3. We conduct our business with uncompromising integrity.
4. We achieve our common objectives through teamwork.
5. We encourage flexibility and innovation.
Full transcript