Management 101
Hewlett Packard is an electronics hardware company founded by Bill Hewlett and Dave Packard in 1938. It started off producing printers and computer hardware but has now spread out and is developing a large range of electrical goods and services. HP is now one of the largest technological companies and has the title of the world’s leading PC manufacture which is a long way from when it was founded in a one car garage. HP still states that its number one value is the customer satisfaction of one of their products or services which is the core value that the company started off with. This report will outline the key issues at HP under the five management disciplines and how relevant management theories relate to these issues.
Organisational Behaviour
Carly Fiorina’s style of leadership at HP would be described as slightly autocratic under Blake and Mouton’s Leadership grid theory as she wanted things done only her way (VMS, 2010, p.471). Fiorina had the vision of bring back HP to the grand company that it used to be in doing this she only had concern for the task at hand rather than concern for her employees. These two factors make up what is known as style counselling and on this method Fiorina would be seen as the authoritative management type.
Under House’s path-goal theory Fiorina would be categorised as an achievement-oriented leader as she set high and challenging goals for the company (VMS, 2010, p.475). Due to these views many senior executives and employees left the company because of Fiorina’s radical leadership.
Due to this strict and tough leadership style that Fiorina had when times changed and HP began stalling she lost the backing of the board causing her to lose her job. This is shown through Fielder’s theory where it is stated that a leader cannot change so you have to put the right person in the right job (VMS, 2010, p.472). Fiorina was unable to adapt her style of leadership to the new market which meant that HP had to put someone else
Organisational Behaviour
Carly Fiorina’s style of leadership at HP would be described as slightly autocratic under Blake and Mouton’s Leadership grid theory as she wanted things done only her way (VMS, 2010, p.471). Fiorina had the vision of bring back HP to the grand company that it used to be in doing this she only had concern for the task at hand rather than concern for her employees. These two factors make up what is known as style counselling and on this method Fiorina would be seen as the authoritative management type.
Under House’s path-goal theory Fiorina would be categorised as an achievement-oriented leader as she set high and challenging goals for the company (VMS, 2010, p.475). Due to these views many senior executives and employees left the company because of Fiorina’s radical leadership.
Due to this strict and tough leadership style that Fiorina had when times changed and HP began stalling she lost the backing of the board causing her to lose her job. This is shown through Fielder’s theory where it is stated that a leader cannot change so you have to put the right person in the right job (VMS, 2010, p.472). Fiorina was unable to adapt her style of leadership to the new market which meant that HP had to put someone else