组织行为学案例分析PPT

Hewlett-Packard
Carly Fiorina
It is said laying off workers is an effective So we came to our conclusion way analysis the way toshecost efficiently,problem can see the cut had a difficulty dealing but we in this that fact that she did not balance the benefits with the relationship with her between herself and the workers. During this workerst,she’s style has its own when the difficult time, she placed her own good the Carly Fiorina was She paid herself company's good but and took the measures based on not definitely suit for first position busy pontificating handsome struggling corporate on the lecture enterprisebenefits of and the HP’s the large amount of loss of culture the bonuses and computer division circuit and posing perks while laying failed to meet its workers then were condemned and were for magazine
Fiorina spearheaded a controversial merger with Compaq, a leading competitor in the industry. Fiorina fought for the merger, and it was implemented despite strong opposition from board member Walter Hewlett (the son of company cofounder William Hewlett)
About Compaq
An American personal computer company The largest supplier of personal computing systems in the world once
Comments about the merger
flop”(彻底失 The London Observer called it a “total flop”(彻底失 败）, and according to Fortune magazine: “First, under the only lens that matters, did the famed merger that Fiorina engineered between HP and Compaq produce value for HP’s shareholders? Second, with that merger nearly three years past, is HP in shape to thrive in its brutally competitive world? The answers are no and doubtful. … This was a big bet that didn’t pay off, that didn’t even come close to attaining what Fiorina and HP’s board said was in store.”
What Fiorina said about this
I’m really proud of my record, and the good thing about business is the facts are clear. The numbers are clear. I managed HP through the worst technology recession in 25 years. And despite those tough times, we doubled the size of the business from $44 billion to $88 billion. We tripled the rate of innovation to 11 patents a day. We quintupled the cash flow. We improved the profitability in every product line. We marketcreated market-leading positions in every category in outwhich we competed. And our stock out-performed the technology peer (ph) index by 23 percent
李腾 林婷
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武晓 嫒
任博
董璐瑛
陈嘉敏
周丽珊
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In January 2005
the HP board of directors brought back in Tom Perkins and forced Fiorina to resign as chairman and chief executive officer of the company for complicated reasons
not acceptable by people. So she was forced to resigned.
covers while her company floundered off nearly 18,000 employees to cut costs
sales growth targets, she abruptly fired three top executives
The HP-Compaq Merger
Carly Fiorina spearheaded a merger(并购 并购） controversial merger(并购） with Compaq. The merger received strong opposition from board member, Walter Hewlett. He launched a proxy fight against Fiorina's efforts, which failed
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In 2001
Fiorina was named one of the thirty most powerful women in America by Forbes magazine
— What about Carly Fiorina ? ————
Introduction about Carly Fiorina In 2002
Case Analysis
Hewlett-Packard
Carly Fiorina源自—About HP Culture————
We have trust and respect for individuals We achieve our common objectives through teamwork
We conduct our business with uncompromis ing integrity
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—About HP Culture————
As we can see from The HP Way it’s a core ideology of this company which includes a deep respect for the individual, a dedication to affordable quality and reliability, a commitment to community responsibility, and a view that the company exists to make technical contributions for the advancement and welfare of humanity
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— What about Carly Fiorina ? ————
Introduction about Carly Fiorina In July 1999
She became the first woman to lead a Fortune 20 company as the chief executive officer of HP and immediately became a highly visible chief executive