Hp's Organizational Culture Analysis

Topics: Hewlett-Packard, Management, Integrity Pages: 5 (1299 words) Published: April 3, 2008
Organization: Hewlett – Packard (HP)

Organization Culture:
The organization culture of Hewlett-Packard is also known as “The H-P Way”. Within the context of “The H-P Way”, the employees of the organization together with the management are expected to follow a saying “Don’t Be Evil”. The H-P Way is supposedly to be honest in all its operations and in all of the information coming out from the business organization. But, one cannot remove the fact that not all information are going out and being spread out to the whole world. It is for those with the information power to keep a secret what they know and for the whole world to find out. This is what happened to Hewlett-Packard (HP) that caused a catastrophe in the whole world. It was said that the organization is not being honest and good at all. Thus, it resulted to the whole world staying in the dark that made them look really evil.

Because of this issue, the organization culture of Hewlett-Packard experienced a major revamp especially when new CEOs took over the business organization. It became then the organization famous for its overall culture of collaboration that encourages knowledge sharing and risk taking on all levels. H-P even supports people who try out things that don't work. Corporate Objectives:

“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

HP's Corporate Objectives have guided the company in the conduct of its business since 1957, when first written by co-founders Bill Hewlett and Dave Packard.

Customer Loyalty
To provide products, services and solutions of the highest quality and deliver more value to our customers that earns their respect and loyalty.

Underlying beliefs supporting this objective:
Our continued success is dependent on increasing the loyalty of our customers. •Listening attentively to customers to truly understand their needs, then delivering solutions that translate into customer success is essential to earn customer loyalty. Competitive total cost of ownership, quality, inventiveness, and the way we do business drives customer loyalty.

To achieve sufficient profit to finance our company growth, create value for our shareholders and provide the resources we need to achieve our other corporate objectives.

Underlying beliefs supporting this objective:
Profit is the responsibility of all.
Balance of long-term and short-term objectives is the key to profitability. •Profit allows us to reinvest in new and emerging business opportunities. •Profit is highly correlated to generating cash, which brings more flexibility to the business at a lower cost. Profit enables the achievement of our corporate objectives.

Market Leadership
To grow by continually providing useful and significant products, services and solutions to markets we already serve—and to expand into new areas that build on our technologies, competencies and customer interests.

Underlying beliefs supporting this objective:
There are more places we can contribute than we will be capable of contributing: We must focus. •To be average in the marketplace is not good enough, we play to win. We must be No. 1 or No. 2 in our chosen fields.

To view change in the market as an opportunity to grow; to use our profits and our ability to develop and produce innovative products, services and solutions that satisfy emerging customer needs.

Underlying beliefs supporting this objective:
Growth comes from taking smart risks, based on the state of the industry—that requires both a conviction in studying the trends, but also in inducing change in our industry. Our size (and diversity of businesses) gives us ability to weather economic cycles and turn them to our favor. Employee Commitment

To help HP employees share in the company's success that they make possible; to...
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