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Hp Case Analyse

In: Business and Management

Submitted By General123
Words 3758
Pages 16
Pooya Mehmandoost
University of Houston-Victoria
April30, 2014
Management and organizational behavior

Executive summary
The world’s leading PC and printer manufacturer, Hewlett-Packard, was facing multiple problems during the first decade of the 21st century. It provides hardware, software, and services to consumers, small and mid-sized business. Companies such as Hewlett-Packard are supposed to be a stable, rock-solid institution, where a change in CEO rarely happens. But it doesn't always happen that way. In the past six years, HP changed CEO four times. This case study aims to elaborate the reasons of major problems and issues that HP has recently faced in different levels of its management and focuses on corporate behavior of the Hewlett Packard Board of directors and its effect on corporate culture and structure within the organization according to the concepts of the management and organizational behavior (MOB) theories. This study is based on real facts that occurred with the Board of Directors of the Hewlett Packard organization. Business magazine, academic articles, and online submissions, as well as books about the HP way of business were diagnosed for their structure, content, and accuracy of the topic.
The research draws attention to the fact that the combined companies experienced many problems-financial, cultural, and structural-resulting in poor performance of Carly Fiorina, who was named CEO of HP in 1999 and fired in 2005.One of the problems that Hewlett-Packard was facing was at least one of the board members was leaking confidential information to the press. Company directors were trying to determine who was leaking information to the press and hired a firm to investigate the matter. The investigators became so focused on finding the source of the leaks that they lost sight of the privacy of reporters and…...

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