¶ … Hurd identified after being appointed the new CEO of Hewlett-Packard were:
Vague Strategic Vision:
Previous CEO, Carly Fiorina's vision for HP, "digital, virtual, mobile, personal," was vague. No one knew whether it was being executed or not. It is important that the vision for the company should be specific and well-understood by every employee of the organization. A company cannot exist without having a purpose or a vision.
Under-Managed:
Another problem with HP was that it was under-managed. The previous CEO, Carly Fiorina, was a broad visionary, who failed to provide company with a specific and clear direction. Hurd not only gave a direction to the company but he also gave a purpose. He focused more on solving problems and executing the plans. He started working with the divisional levels to learn about their problems and how to go about solving them. He asked and gave them what they wanted. He made sure that all the operations ran smoothly.
Fiorina's Autocratic Style:
HP's history shows that it always communicated a friendly, approachable environment in the company. But the previous CEO changed that. Instead of making employees feel that all of them were working together, and that they could come to her regarding any problem, her autocratic leadership style created distrust among employees. They started feeling like they were working for her, instead of with her. People with autocratic style of leadership are very controlling, bossy and dictatorial. This type of style is not best for HP because the company demands creativity and a participative type of environment, rather than tyrannical. Such an autocratic style usually fails to encourage employees to do their best, and also creates a hurdle in the way of employee's trust in the company's success. It also leads to reduction in sales, low employee morale and slow growth.
Complicated Matrix Structure:
Complicated matrix structure was one of the main operational issues of HP. HP's matrix structure demanded reporting to more than one manager,...
Perkins - who had retired at the age of 70 but was coming back on the board - had by this time muscled his way into a powerful position within the HP community; he and his powerful board ally, George Keyworth, held special "technology committee" meetings with key HP people the day before each board meeting. Stewart writes that Perkins' little group actually became a "board within a board," and
Their liquidity and lack of relative debt are major competitive strengths. Excellent market position in imaging and printing - Having invented and holding many of the patents in both small format and large format printing technologies, HP is considered both the market and financial leader in both imaging and printing. The breadth of the imaging and printing product lines through the consumer and commercial or business sectors is considered one
interventionism from the perspective of realism vs. idealism. Realism is defined in relationship to states' national interests whereas idealism is defined in relation to the UN's Responsibility to Protect doctrine -- a doctrine heavily influenced by Western rhetoric over the past decade. By addressing the question of interventionism from this standpoint, by way of a case study of Libya and Syria, a picture of the realistic implications of "humanitarian
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