{[ promptMessage ]}

Bookmark it

{[ promptMessage ]}

johns_ob_6e_ebook_ch16 - Chapter 16 O rganizational Change...

Info iconThis preview shows pages 1–3. Sign up to view the full content.

View Full Document Right Arrow Icon
Organizational Change, Development, and Innovation Learning Objectives After reading Chapter 16, you should be able to: 1 Explain the environmental forces that moti- vate organizational change and describe the factors that organizations can change. 2 Explain how organizations learn and what makes an organization a learning organiza- tion. 3 Describe the basic change process and the issues that require attention at various stages of change. 4 Explain how organizations can deal with resis- tance to change. 5 Define organizational development and dis- cuss its general philosophy. 6 Discuss team building, survey feedback, total quality management, and reengineering as organizational development efforts. 7 Discuss the problems involved in evaluating organizational development efforts. 8 Define innovation and discuss the factors that contribute to successful organizational innovation. 9 Understand the factors that help and hurt the diffusion of innovations. C h a p t e r 1 6 In 1999, Carly Fiorina became the first out- sider ever to be named CEO of the Hewlett- Packard Co. She was hired to turn around a company that had become sluggish and was in need of change, and to successfully execute one of the most audacious busi- ness transformations of all time. Her man- date was to breathe new life into a proud but aging company that was losing ground to its younger rivals. In effect, she was hired as an agent of change and is a self-described “change CEO.” As a new CEO with a mandate for change, Fiorina quickly made a number of sweeping changes that touched every facet of the company. One of the first things she did was transform HP into a Web services provider, providing all the gear that corporations need to do business on the Internet. She also implemented an “e-services” strategy in order to bring together HP’s col- lection of independent businesses into one powerful and profitable whole. She revamped the company’s flat and decentralized organizational struc- ture by collapsing 83 units into six centralized divisions in order to create a more effective selling organization. Instead of 83 autonomous business units, there are now three “front-end” organizations that sell the products and three “back-end” organizations that make them. The structure was also made more hierarchical and the executive council was given greater authority. Individual departments now have less autonomy and must coor- dinate their efforts. Important decisions are now made from the top of the organization rather than by consensus. H e w l e t t - P a c k a r d C o .
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon
516 Hewlett-Packard CEO Carly Fiorina made a number of sweeping changes that touched every facet of the company including the orchestration of the largest technology merger ever with Compaq Computer Corp.
Background image of page 2
Image of page 3
This is the end of the preview. Sign up to access the rest of the document.

{[ snackBarMessage ]}