Organizational Behaviour
Essay title: Organizational Behaviour
Table of Contents
ABSTRACT
INTRODUCTION
THE CHOSEN FIRM: HEWLETT PACKARD
DIAGNOSING ENVIRONMENTAL FACTORS USING PEST ANALYSIS
ADOPTED MODEL: BURKE LITWIN MODEL
EXTERNAL FORCES LIMITING GROWTH
Cost Savings Using Technology.
Conventional Design
INTERNAL CHALLENGES LIMITING GROWTH
New Paradigm In Management
New Underlying Problems
Knowledge and Data Management
MORE THAN MEETS THE EYE: INTER-RELATED PROBLEMS
Reacting to Competitions
Unappealing Interface-Designs
ENVISAGED SOLUTIONS
Incorporate Innovativeness In Design And Creativity
Improvement to Customer Relationships
Proactive Learning
Building on Branding
PROPOSED IMPLEMENTATION PLAN FOR CHANGE MANAGEMENT
Communities of Practice
Knowledge management
Roles of Communities
Rewards and Recognition
CONCLUSION
APPENDIX A: MNEMONICS OF P.E.S.T ANALYSIS
Political
Economic
Socio-Cultural
Technological
APPENDIX B: CONSIDERATIONS FOR CREATION OF COMMUNITIES OF PRACTICES
ABSTRACT
The paper begins with the story of Mustang. Roaming free and wild, the Mustangs are a special breed of horses that were strong in physique and brave in character. However, they took risks to explore new grounds, one too many either got injured or perished in their adventurous pursuits. This is akin to the organisation, Hewlett Packard in the mid 2000s, with the appointment of Carly Florina. In order to mitigate the risks, fences and paddocks were built within in the prairies to protect the new generation of Mustangs. These young Mustangs never developed the courage and spirit of adventurism their predecessors possessed. Similarly, a lot of processes and procedures were instituted as part of management. There are a few change models and concepts that could be adopted to achieve a respectable international standing. However, portions of legacy inherited from the new management may sometimes be stumbling blocks to future progress.
Most notably, this paper will depict how external and internal problems saw competitors out muscled Hewlett Packard in the Information Technology industries. Additionally, this paper intends to elucidate the existing imperfections in a critical manner, but also reflect the collective aspirations of the future stakeholder of Hewlett Packard, namely Mark Hurd. Most importantly, this article aims to identify the challenges and changes, and how new visions and management integrate in the visioning process of Hewlett Packard in the future years.
INTRODUCTION
Significant changes occurs when an organisation revolutionises its overall strategy for an additional business edge, which evolves over various life cycles, just like how people must undergo changes in the various points of their development. It is inherent to adapt to the changes, evidently some firms are good at this effort, while others continue to struggle and fail1. To maintain at the pinnacle of the competition, it is prudent that organisation stays competitive with the times, through changes in various points of development. However, changes implemented must not be done for the sake of doing it; it must be coherent and parallel to achievement of strategic business objectives.
THE CHOSEN FIRM: HEWLETT PACKARD
In 1939, Bill Hewlett and Dave Packard the founding fathers of Hewlett Packard met when they were university classmates in Stamford. Hewlett Packards first product was the creation of an audio oscillator and it was sold to Walt Disney for the production of Fantasia in 19402.