Reorganizing HP |
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» Human Resource and Organization Behavior Case Studies Please note: This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source. |
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ExcerptsBackground Note
The company had a highly centralized organizational structure with vice-presidents for marketing, manufacturing, R&D, and finance. HP had 90 engineers in product development. To have a clear demarcation of goals and responsibilities, and to promote individual responsibility and achievement, HP began to organize these engineers into smaller, more efficient groups by forming four product development groups...
HP in TroubleApart from these structural problems, Fiorina's tenure reportedly did little to improve HP's business performance. The market share gains made in Fiorina's first year as CEO had begun to recede in late 2000. While HP continued to dominate the inkjet and laser printer business with a 41% market share, its PC share had fallen from 7.8% to 6.9% for the 12 months ended January 31, 2001... |
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