Institutionalizing Structural Change at Hewlett-Packard Case Study

For this, a clear chart of short-term and long-term solutions needs to be created.

CONCLUSIONS and RECOMMENDATIONS

HP has a very strong corporate reputation and a good performance record. These can be used as a basis for future planning. In order to continue its good reputation and performance in the future, the company needs to focus on its problem areas and determine its needs.

Short-Term: In the short-term, the most important first step is to determine the problem areas within the company. When reading the case study, one is left with the feeling that there has been no consistent investigation into the current problem areas. I would therefore recommend a management meeting to determine this. What comes immediately to mind is the discrepancy between organizational structure and product manufacturing requirements for the current market, as well as leadership and the vagueness of the corporate culture paradigm.

Solutions to these problems can then be suggested and submitted for consideration. Employees can also be asked for their input regarding solutions, as they are specifically involved in the manufacturing process.

Long-Term: It should be recognized that suggested solutions to the above problems may be long and involved processes. Restructuring the organization and building a new corporate culture in terms of clarified criteria will not be an easy task for a large organization such as HP. For this reason, the management team should be continually in touch with employees and keep communication channels open. It is only through communication that employers can consistently make targeted changes and ensure the future of the organization.

Source

Bolden, R., Gosling, J., Marturano, a. And Dennison, P. (2003, June). Leadership Theory and Competency Frameworks. University of Exeter: Management Standards Center. www.leadership-studies.com/documents/mgmt_standards.pdf