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首页 惠普—康柏企业文化整合方案 29页 英文

惠普—康柏企业文化整合方案 29页 英文.ppt

惠普—康柏企业文化整合方案 29页 英文

kiki
2011-10-25 0人阅读 举报 0 0 暂无简介

简介:本文档为《惠普—康柏企业文化整合方案 29页 英文ppt》,可适用于企业制度领域

culturalduediligencestudyculturalduediligencestudywelcomeagenda:presentationoffindingsqasessionculturalduediligencestudyculturalduediligencestudypresentationoffindingsculturalduediligencestudyculturalduediligencestudydatacollectedfromaroundtheworldinbothcompanies:individualexecutiveinterviewsfocusgroupsspanning,managersandindividualcontributorsincountriescongruencemodelcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationculturalduediligencestudyculturalduediligencestudycomparingandcontrastingpremergehpandcompaqdefinitionssimilaritiesthingsthatthepeopleineachcompanyperceivedaboutthemselvesthatmatchedtheothercompanydifferencesthingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwereatoddswiththeothercompanyuniquecommentarythingsthatpeopleineachcompanyexpressedveryoftenwhichthoseintheothercompanytalkedmuchlessaboutthefindingsreflectperceptionscongruencemodelcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationinputinputhponhpsimilaritiesproudaboutHPlegacyindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryprideinsuccesslinkedtoinnovationtechnicalengineeringheritagegoodreputationwithcustomerspowerhistoricallywiththebusinessandthebackendcompaqoncompaqsimilaritiesstrongbrand,productsandservicesindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryhistoricallyfast,nimble,andabletoexecutetraditionallyshorttermfocusedfastgrowththroughnewbusinessmodelredefinedcomputinglandscapecongruencemodelcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationstrategystrategyhponhpsimilaritiestopdownstrategymidmanagementnotinvolvedneedforplanningandexecutionprocessdifferencesstrategyislongtermorienteduniquecommentarystrategyincreasinglyunclearasyougodowntheorganizationstrategyhastobetranslatedintosomethingconcretecompaqoncompaqsimilaritiesstrategycomesthroughatopdownprocesslittlenostrategicprocessdifferencessusceptibletofrequentchangesindirectioncustomerfocusedwithashorttermorientationtowardthemarketinterfereswithinvestingbuildingforthefutureuniquecommentarytendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancementscongruencemodelcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationworkworkhponhpdifferencesrespectforprocessstrongplanningandfinancialprocessesworkprocessisorganizationallybased,verticallystrong,workswelluniquecommentaryautonomyinmanagingone’sownworkisthenormaccountabilityatindividualleveluppermanagementdoesnotseemtobeheldaccountableinthesamewayasotherspoorcrossfunctionalaccountabilitiesandownershipofworkcompaqoncompaqdifferencesprocessseenasbureaucracy,aversiontoprocesseslackofclear,disciplinedprocessesworkprocess:swatteamsuniquecommentarytechnologyisgreatinformationsystemsarenotintegratedmultitaskingisanormworklifebalanceisnotachievedcongruencemodelcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationpeoplepeoplehponhpsimilaritieslowcredibilityinleadershipdifferencesleadershipfocusedonrelationships(howthingsgetdone)uniquecommentarymulticultural,diverse,dedicatedworkforceteamorientedlosingthe“familyfeeling”lowerlevelsofmanagementareinformaltopmanagementismoreformalandremovedrecentchangesledtolowmoralecompaqoncompaqsimilaritieslowcredibilityinleadershipdifferencesleadershipachievementoriented,ruggedindividualists(whatgetsdone)uniquecommentarypeoplearebright,committed,andworkhard,longhoursgoodinterpersonalrelationshipslearninghappensonthejobinsufficientinvestmentintraininganddevelopmentpeopledonotfeelempowered,exceptinfieldcongruencemodelcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationformalorganizationformalorganizationhponhpsimilaritiesgoalschangetoooftentheyareunclear,executionnotenforcednoconsequencesfornotmeetingobjectivesperformancemetricsunclearorabsent,differacross“silos”frontendbackendstructureexacerbatedproblemswithaccountabilityhpishorizontallychallengedmorepowermovingtothefrontendorganizationhpisbecomingmorecentralizeddifferencesnocommonprocessfordecisionmakingverytopdown,slow,longdecisioncycletimesbutthoughtfulandhighinvolvementgeneralperceptionthatdecisionsarerarelymade,buttendtostickoncemadecompaqoncompaqsimilaritiesgoalschangefrequentlyandnotsynchronizedbetweenfrontendandbackendorganizationspeoplearenotheldaccountablestructureandmeasurementsystemscloudaccountabilitystrongmatrixmanagementleadingtofuzzylinesofaccountabilitiesperformancemanagementinconsistent,generallypoorplanningandcontrolcrossorganizationalcollaborationdifficultcountrymanagersarekingsmanythingsareverycentralizeddifferencesdecisionsmadequicklyalotof“checkingin”tomakeadecision,iterativedecisions,topdowncongruencemodelcongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganizationinformalorganizationinformalorganizationhponhpasstrengthsimilaritiesstrongsenseofethicsstrongcustomerfocus(makegreatproducts)teamculture,havetobepartofthegroupgettingresultsisrewarded,sometimeseffortwithoutaresultgetsrewardedhavingbignewideasisvaluedtreatpeoplewithdignitymultiplesubculturesdifferencesconflictavoidanceandovercompromisearenormaltitlesnotreferenced,egalitarianuniquecommentary“silomentality”failuredeservesasecondchancediversityandpeoplearevaluedcompaqoncompaqsimilaritiesethicalbehaviorisenforcedstrongcustomerorientation(makewhattheywant)teamworkisvaluedhighlyresultsbottomlinefocused,sometimeseffortwithoutaresultsgetsrewardedopennesstogoodnewideasdon’tpubliclyembarrasspeoplemultiplesubculturesdifferencesconflictaddresseddirectlyopenly,aggressive,brashtitlesarereferenced,abundant,hierarchicaluniquecommentaryinitiative,flexibility,“goforit”attitudearevaluedrelaxedflexworkenvironmentlongworkinghourshereandnoworientationconcernsabouttheothercompanyconcernsabouttheothercompanyculturalduediligencestudyculturalduediligencestudyadvicetocarlymichaelfrominterviewsandfocusgroups:beinclusivedefineyourworkandrolesdefinecommunicatewhatyouwantthenewcompanytobebeboldclarifyrolesandorganizationstructuretakeactionquicklycontinuetocommunicatealotbehonest,butbesensitiveinwhatyousayculturalduediligencestudyculturalduediligencestudyregionspecificfindingsComparisonofhpwithCompaqNorthAmericaComparisonofhpwithCompaqNorthAmericaCulturalgapdifferencesarestatisticallysignificantComparisonofhpwithCompaqLatinAmericaComparisonofhpwithCompaqLatinAmericaCulturalgapdifferencesarestatisticallysignificantComparisonofhpwithCompaqEMEAComparisonofhpwithCompaqEMEACulturalgapdifferencesarestatisticallysignificantComparisonofhpwithCompaqAsiaPacificComparisonofhpwithCompaqAsiaPacificCulturalgapdifferencesarestatisticallysignificantComparisonofhpwithCompaqEnterprisewideComparisonofhpwithCompaqEnterprisewideCulturalgapdifferencesarestatisticallysignificantculturalduediligencestudyculturalduediligencestudyinsummarywealsoheardpeoplesaythat:bothcompanycultureswereintransitionbeforethemergerthedirectionthateachcultureneededtotakewas,actually,toadoptthestrengthsoftheotherso,ifyouintegratewell,buildingoneachother’sstrengths,thepotentialforsuccessisgreatculturalduediligencestudyculturalduediligencestudyculturalcornerstonesnewhpculturalcornerstones(release)newhpculturalcornerstones(release)valuespassionforcustomerstrustrespectachievementcontributionuncompromisingintegrityteamworkmeaningfulinnovationspeedagilityprofitglobalcitizenshipleadershipcapabilityemployeecommitmentcorporateobjectivescustomerloyaltygrowthmarketleadershipmetricsrewardsstructureprocessesstrategiesbehaviorspoliciespracticeslessonslearnedlessonslearnedfirst,thoughtherewereimportantdifferencesbetweenthepremergehpandcompaqorganizations,therewereagreatmanysimilaritiesand,therewereagreatmanypositivecharacteristicsthatbothcompaniesshared(forexample,theemphasisonteamwork)tominimizeunproductiveconflictmovingforward,thereareseverallessonsorimplicationsfromthisstudyforhowweworktogether:focusandbuilduponourcommonstrengthscometoagreementabouttheappropriatetimehorizon(longtermvsshortterm)foranybusinessstrategyorsetofstrategiesclarifythemeaningoftermsorlanguagethatpeopleareusingbeforemakingjudgmentsaboutotherstwopeoplemaybethinkingaboutdifferentthingswhiletalkingaboutthesamesubjectagreeupfrontonanapproachtodecisionmakingtoensurethateveryoneisonthesamepagebeforeentertainingdiscussionaboutthesubjectmattertakepeople’sneedsandexperience(eg,comfortdealingwithconflict,orientationtohierarchy)intoaccountinhowyouapproachproblemsandinhowyouinteracttosolveproblemswheregapsorsimilaritiesareconsistentacrosstheenterprise,usethesameapproachtoclosingthegapsandbuildinguponpositivesimilaritiesculturalduediligencestudyculturalduediligencestudyTheresultsoftheCDDwillbepostedonthenewhpwaywebpageSeethefollowingurlformoreinformationonCDDandtheculturalcornerstonesofthenewhp:http:hpnowhpcomvisionstrategynewhpway

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惠普—康柏企业文化整合方案 29页 英文

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