Hp Transformation Leadership

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TRANSFORMATION Leadership at HP|
Under supervision of DR. Ahmed Farouk| |
This report will present transformation process of hp corp. By discussing the following topics: Organization background, organization culture specifically “hp way”, One of the leaders who leaded the company towards a great transformation, hp before and after the transformation and finally discussing the role of the human resource in the transformation process.| |

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1/30/2012|
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CONTENTS
1. INTRODUCTION ……………………………………………………………………………………| 03| 2. ORGANIZATION BACKGROUND ……………………………………………………………….2.1 HP Background …………………………………………………………………………………..2.2 HP Mission Statements …………………………………………………………………………..2.2 HP Vision Statements ……………………………………………………………………………2.3 HP Workforce ……………………………………………………………………………………| 0505111212| 3. THE RISE AND FALL OF "THE HP WAY" ……………………………...................................... 3.1 Rising the HP Way ……………………………………………………………………………….3.2 Losing the HP Way ……………………………………………………………............................| 131316| 4. HP SIGNIFICANT TRANSFORMATION ……………………………………………………….. 4.1 HP Before The Transformation …………………………………………………………………4.1.1 Lewis Platt ……………………………………………………………………………4.1.2 HP's Carly Fiorina: The CEO of HP …………………………………………………4.1.3 HP's Carly Fiorina: The Transformation leader ……………………………………...4.2 Hp Transformation ……………………………………………………………………………….4.2.1 Transformation Under Fiorina ……………………………………….........................4.2.2 The Company Struggles …………………………………….......................................4.2.3 Fiorina Announces a Merger …………………………………………………………4.2.4 HP’s Position on the Merger …………………………………………………………4.2.5 HP Stock Prices Two Years After Fiorina Is Hired ………………………………….4.2.6 Appointing the Integration Leaders …………………………………..........................4.2.7 The Working of the Clean Teams ……………………………………………………4.3 Hp Post Transformation …………………………………………………………………………..4.3.1 Voice of the Workforce ………………………………………………………………4.3.2 The External View: Customer Perspectives ………………………………………….4.3.3 Lasting Organizational Change Capabilities …………………………………………| 2020202124272829292930394044454849| 5. HP-Compaq Merger: The Challenge for HR ………………………….............................................5.1 Stage One: Awareness ……………………………………………………....................................5.2 Stages Two and Three: Cope, Internalize and Align ……………………………………………..5.3 Stage Four: Execute ………………………………………………………………………………5.4 Stage Five: Reinforce and Arrive …………………………………………...................................| 5151525557| 6. IMPORTANT LESSONS LEARNED ……………………………………......................................| 58| 7. CONCLUSION …………………………………….............................................................................| 59| 8. REFERENCES ……………………………………………………………………………………….| 60|

Arab Academy Graduate School of Business (AAGSB), Master of Business Administration program (MBA), Academic year (Spring 2011), Human Resource Management Class, December, 2011

“TRANSFORMATION PROCESS OF HP”
Submission on 30 Jan, 2012
Submitted To:
DR. Ahmed Farouk
Prepared By:
Omar Shams, Ehab shafei, Walid Sobhy, Yasser Saleh, Ahmed Abdo ____________________________________________________________________________________

1. INTRODUCTION

When we talk about organizational leadership, the first thing that comes to our mind is an organization that actively inculcates current, as well as previous knowledge and experiences, codifies these information into meaningful insights, and channels these knowledge towards improving the management and flow of their business. "Organizations are seen as learning by encoding inferences from history into routines that guide behavior" (Levitt &March, 1988: 319) Today, organizational leadership enables companies to manage everything to be...
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