BUS-302-Case-Study-2

Apr 30th, 2015
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Strayer University
Course: business and management
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One of the most serious problems I have identified in the Hewlett Packard case is what the new CEO Mark Hurd, was faced with, when the former CEO Carly Fiorina was fired. He found himself in charge of a struggling, dysfunctional corporation, It was well-defined that the intended vision, Carly Fiorina has been using to model the company (digital, virtual, mobile, personal) was not beingachieved. The company incentive system was so complicated that no one knew how performance affected their bonuses. The talented executives were leaving and Hewlett Packard was having trouble attracting new executives.

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1. Discuss the three most serious problems you have identified in the case. Defend why you think they are the most serious.One of the most serious problems I have identified in the Hewlett Packard case is what the new CEO Mark Hurd, was faced with, when the former CEO Carly Fiorina was fired.He found himself in charge of a struggling, dysfunctional corporation, It was well-defined that the intended vision, Carly Fiorina has been using to model the company (digital, virtual, mobile, personal) was not being achieved. The company incentive system was so complicated that no one knew how performance affected their bonuses. The talented executives were leaving and Hewlett Packard was having trouble attracting new executives. The second most serious problem I identified in this case is that Hewlett-Packard was struggling financially. It cost Hewitt-Packard another $10 billion to integrate the Hewitt-Packard and Compaq systems, after acquiring Compaq Computers for $19 billion. There was worry, fear, and suspicion in the newly combined company. The third of Hewlett-Packards most serious problems was its confusing environment structure, which blurred responsibility lines and slowed decision-making. A matrix structure focuses on integrated teams and involves reporting to multiple managers. It can be highly effective, but it can also be confusing. In addition create conflict between project managers in different parts of the matrix. According to Williams (2011), so

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