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Essay / Research Paper Abstract
An 18 page paper examining the HP history and culture for the purpose of discovering ways to help the company build teams. HP’s acquisition of Compaq has not yet brought the great success promised, and executives are leaving in droves. Senior management appears to have good intentions but lack direction. An example can be seen in HP’s resistance of the client/server approach to information management beginning in the early 1990s. The company tried without success to avoid joining its industry on that one, apparently without any clear reason why. The paper discusses team structure and function to conclude with recommendations for HP. Bibliography lists 9 sources.
Page Count:
18 pages (~225 words per page)
File: CC6_KShrHPteam.rtf
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Unformatted sample text from the term paper:
mid- and late-1990s, Hewlett Packard (HP) seemed to be the company that had trouble deciding what it wanted to be when it grew up. One of the pioneers of
the computer age, HP has been characterized for decades by finding a niche and then comfortably settling in, neglecting to cast around for new and emerging markets and ideas.
Perennially one of the most admired companies in the world, the company offers solid products of high quality and boasts a workforce that is loyal nearly to a fault.
Of course the company had its difficulties during the era of change that affected all of American manufacturing, but it has focused primarily on
its superior printer lines for much of the time since. A multinational corporation with installations literally all over the world, HP sought another niche to develop while its current
imaging products are still strong in the markets they serve. It chose to acquire faltering Compaq in an effort to boost computer sales. The merger of the two
companies has been difficult; the purpose here is to suggest approaches available to HP to build real teams. A. Develop Findings HPs Legacy Position
Prior to its acquisition of Compaq, HP had been known for years for its open and easy approach to management of its people. People were valued as
individuals, and HPs management took great pride in the fact that its people knew they were important to the company and responded with intense loyalty.
Always technically strong, HP perennially has had difficulty in providing what customers appear to want, at least when the product is something other than an imaging item such
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