Strategic Management Assignment On Hewlett Packard Organizational Development
Task: Assessment Task 2 is based on an Article Leadership Challenges at Hewlett-Packard: Through the Looking Gbs.”(Lacker & Tayan. 2011). In this Assessment Task 2, you are rrqwred to make a pro,ect report on Organizational development through strategic management, taking form the Hewlett-Packard.
Considering yourself as the CEO of HP, explain how you would lead in a transformational manner by modeling and cultivating collaborative thinking. You are required ro provide the understanding of how leaderships have changed during different tenures of the CEOs for organizational change and development. In addition, you are also required to provide your personal judgment as to what was right and what was wrong in their leadership strategies for transformation.
To complete this task student would be given a week’s Time.
The purpose of this strategic management assignment is to understand the various leadership challenges occurred at Hewlett Packard. The assignment on strategic management will present the analysis of the changing environment of the organisation the capacity of the individuals to respond to words that change a series of barriers and the role of leadership during the change. The next part of the report will highlight the role of CEO in the organisation and also throw light on the way by which the individual differences and disruptive emotions can be managed. The next part of the paper will provide certain recommendations for having effective organisational change.
This strategic management assignment explores Hewlett Packard leadership challenges that took place in the past few decades. There were various changes in the leadership which resulted in occurrence of resistance towards organisational change as well as leadership challenges (Larcker & Tayan, 2011). To manage an organisation in an effective and smooth manner there is a need to have sound leadership. There has been used a case study, ‘Leadership challenges at Hewlett Packard through the looking glass”. An analysis has been performed of the case study and various related aspects have been described in the report. The study helps understanding the role of the CEO in an organisation and organisational change process.
Analysis of the firm’s changing environment: There were a number of challenges at Hewlett-Packard which leads to firm changing environment. From time to time there was a change in the company's environment. This assignment strategically reviews how Lewis Platt led the company to have a fresh perspective and therefore an external CEO was appointed for the company. The challenges were increasing with the changing environment as executives were feeling that HP culture is not understandable by Carly. Later to this HP work under the leadership of Mark Hurd in the period from 2005 to 2010 (Larcker & Tayan, 2011). There were several changes made by Hurd in the operations of the company such as he announced a board restructuring, reassigned the workers to various divisional groups, eliminated the corporate sales groups and also reduced the several management layers for having deeper knowledge of the products. There were changes in the accountability as higher control was given to executive to prepare budget. This assignment on strategic management explores the firm environment and rapid changes in the leadership of the CEOs and though it was challenging for the company to work accordingly and easily accept the changes (Larcker & Tayan, 2011).
Legislation, information and intelligent sources that can be used to evaluate opportunities: There were various legislation information and intelligent sources which were used for evaluating opportunities such as the Compaq acquisition. This was not proved to be transformative enough. In the merger prospectus only it was broadcasted that this would not give the company the desired results and in the coming years the operating margin was decreasing continuously (Larcker & Tayan, 2011). This strategic management assignmentexplores the demand of leadership at HP. It was found that it has been an opportunity for HP to increase its margins and profits by acquisitions. The continuous acquisitions in the service space and software were helpful for the company to increase its operating margins. Some sources found that Hurd had submitted inaccurate expenses report as well as was involved in sexual harassment. All these aspects developed an opportunity to have change in the leadership at HP (Larcker & Tayan, 2011).
Capacity and competence of individuals and groups to respond and contribute to changes: There was less capacity and competence of the individuals as well as the groups to respond positively and contribute effectively to the changes made at the company as there were several changes which were not in the rights of employees therefore a resistance was occurring to accept the changes by the individuals. The decisions such as lay off 14,500 employees during the leadership of Mark Hurd, the employees, shareholders, customers and partners all felt that the decisions taken at the board are not in the best interest of them (Larcker & Tayan, 2011).
Barriers to introduction of changes in the organisation: The Incompetence and lack of capacity of the groups and individuals to respond positively towards the changes occurred as barriers towards introduction of change in the organisation. The decisions were not accepted at the shareholder level, customer level, and partners and by the employee level. The continuous changes were causing damage to the employees as well as to the shareholders and therefore they did not participated in the change process which leads to higher resistance towards organisational change at HP (Larcker & Tayan, 2011).
Impact of role of leadership during the introduction of change: There was a vital and major impact of role of leadership during the introduction of change at HP. It was completely depending upon the type of leadership which exists at HP which can either fetch the participation of the employees in the change process or enhance the resistance towards the organisational change (Larcker & Tayan, 2011). When the leadership was transformational as well as supportive then the employees had their involvement in the change process but when the leadership was autocratic and did not comprised the benefit of employees, there was increased resistance towards change in the organisation. Thus, there was a vital impact of leadership during the introduction of change (Dinh, Lord, Gardner, Meuser, Liden & Hu, 2014).
Your role as a CEO in the organisationWhat transformational and transactional practices can be undertaken?: This strategic management assignment analysis the critical and vital roles played by the leaders in steering organisational change as well as inspiring the individuals for attaining excellence at work. Being a transactional leader I would work in accordance with the already defined operational modes and have higher concern regarding the continuity in the day to day operations and functioning by the establishment of various processes and systems in place for the attainment of set targets (Burke, 2017). Being a transformational leader I would first create a vision which is being shared and communicated across various levels of the organisation for motivating employees and inspiring them for driving excellence at their work. Rather only giving orders, I would set examples or become a model for them so that the employees can be inspired to have a desirable code of conduct and good behaviour. Being a leader I would establish standards and various norms which can guide the individuals to behave accordingly and work towards the achievement of shared organisational goals by the means of a collaborative approach (Benn, Edwards & Williams, 2014). My next step being a transformational leader would be building a culture of mutuality where there is higher flexibility and interdependence. Such culture helps in accepting organisational change as well as motivates the individuals to achieve new milestones at work. As a leader I would first focus on talent acquisition and development so that the best of talent pool can be recruited and can be no chat with effective training and development so that they can offer higher support for the organisational growth and development (Deichmann & Stam, 2015).
In what ways will you emphasize in day to day leadership in the company by integrating own emotions with cognitions?
It has been proved that emotional intelligence help in improving the emotional and social competence of the employees are the workers (Maxwell, 2018). To emphasize in day to day leadership in the company by integrating my own emotions with conditions, I would take use of a problem focus strategy that will help in eliminating and mitigating the underlying causes of various negative emotions which will help in developing a positive perception in the minds of the employees (Day, Fleenor, Atwater, Sturm & McKee, 2014). The team members or employees with leaders in a positive mood experience higher positivity in comparison with the individuals or Employees with the leaders in a negative mood the organisational leaders transmit their moods to other people through the mechanism of mood contagion. Therefore I would try to respond positively to all the group members and employees so that an emotional bond can be developed and thus help in smooth organisational working (Ashkanasy, Humphrey & Huy, 2017).
How can work based relationships be managed and lead consistently while respecting individual differences?
There are individual differences which exist in the entire organisation. There is a need to maintain the work base relationship and lead consistently with respecting individual differences. To work effectively and also manage the individual differences, I would use team makeup as one of the most effective opportunity for building team. By thinking in terms of diverse perspectives and complementary skills there can be developed new problem solving techniques. I would also recommend the newer professionals to take the lead and manage the team as it will help in enhancing the integration between the young employees and the older one(Rahim, 2017). Members from all the generations will be invited to share and discuss their unique areas of expertise. The most important aspect in managing the individual differences is that I would customize my style. The strategic management assignment explores styles that will be tailored according to each person's aspiration, personality and strength so that their individual needs can be managed as well as differences can be resolved (Cooper, 2015).
How can personal leadership style, disruptive emotions and impulses be evaluated, monitored and regulated?
There are several disruptive emotions and impulses which impact the work at organisation as well as at home. These disruptive emotions bring several ups and downs in a person's behaviour. When the emotions run then not only the individuals but also the groups and teams can get hijacked because of those strong feelings and disruptive emotions (Goleman, 2017). For this I would take use of a 360 degree look where a self-assessment would be performed in respect with the emotional awareness, self-confidence, self-control, conscientiousness, adaptability commitment, optimism, empathy, political awareness, communication, leadership and conflict management would be checked. This will help in evaluating monitoring and regulating the leadership style, impulses and disruptive emotions. The results of the test will help an individual to bring changes accordingly (Serrat, 2017).
Recommendation and implementation
Communication strategies and learning solutions to address problems and risks of individuals during the process of organisational change
During the process of organisational change there is a need to have effective communication Strategies for addressing the various problems and risk of individuals. The first recommended strategy is social interaction or social contact where the employees’ perceptions of communication are in regards with the social interaction in various organisation. The lack of interaction results in gossips and rumors. Therefore, it is suggested that there must be direct interaction so that adequate information is passed from the leaders to the employees and the level of anxiety and insecurity are eliminated from the organisation which will lead to effective participation of the employees in the organisational change (Fullan, 2014). Another communication strategy recommended is the cause and effect communication where the leaders must make the employees understand that behind what are the causes behind performing organisational change and what its impact will be on the employees and the organisation once the employee will understand the positive side of the change the resistance will not take place (Alvesson & Sveningsson, 2015).
Leadership approaches to respond to the impact of change on people and processes
To respond to the impact of changes on people and processes there is a need to have different leadership approaches. It is recommended that in the planning phase of organisational change, the leaders should take use of an inspirational and logical leadership approach. In the executing or enabling phase of organisational change, a logical and supportive leadership approach will work. In the implementation phase, a commanding and logical leadership approach will help in guiding the way ahead. In the catalyzing phase, a more supportive and inspirational leadership approach will help the organisational change to work. In the last phase that is maintaining phase, the leaders must have a supportive inspirational and logical approach so that they can oversee the progress guide others and also assist the employees to work effectively in and changed organisational environment (Baesu & Bejinaru, 2014).
Most effective strategic leadership style for successful implementation of change
To have successful implementation of change the most effective transformational leadership styles are investigated on this strategic management assignment. The transformational leadership help in leading through a vision it have an eye on the future which communicates the thinking commitment. It also inspires the organisational employees to follow the path as they believe in shared goals. Therefore, the transformational leadership helps in getting involvement of all the employees in an organisational change process (McCleskey, 2014).
Alvesson, M., & Sveningsson, S. (2015). Changing organizational culture: Cultural change work in progress. Routledge.
Ashkanasy, N. M., Humphrey, R. H., & Huy, Q. N. (2017). INTEGRATING EMOTIONS AND AFFECT IN THEORIES OF MANAGEMENT. Academy of Management Review, 42(2).
Baesu, C., & Bejinaru, R. (2014). Leadership approaches regarding the organizational change. The USV annals of economics and public administration, 13(2 (18)), 146-152.
Benn, S., Edwards, M., & Williams, T. (2014). Organizational change for corporate sustainability. Routledge.
Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.
Cooper, C. (2015). Individual differences and personality. Routledge.
Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. The Leadership Quarterly, 25(1), 63-82.
Deichmann, D., & Stam, D. (2015). Leveraging transformational and transactional leadership to cultivate the generation of organization-focused ideas. The Leadership Quarterly, 26(2), 204-219.
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25(1), 36-62.
Fullan, M. (2014). Leading in a culture of change personal action guide and workbook. John Wiley & Sons.
Goleman, D. (2017). What Makes a Leader?(Harvard Business Review Classics). Harvard Business Press.
Larcker, D. F., & Tayan, B. (2011). Leadership Challenges at Hewlett-Packard: Through the Looking Glass.
Maxwell, J. C. (2018). Developing the Leader Within You 2.0. HarperCollins Leadership.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and leadership development. Journal of Business Studies Quarterly, 5(4), 117.
Rahim, M. A. (2017). Managing conflict in organizations. Routledge
Serrat, O. (2017). Understanding and developing emotional intelligence. In Knowledge Solutions (pp. 329-339). Springer, Singapore.