Hp Bp

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Hp Bp

  1. 1. Presented By- Pujil Khanna Bhawna Upadhyay Presented To- Mr.Arun Sahay
  2. 2. hp’s purpose <ul><li>create a world: </li></ul><ul><li>in which everyone and everything is connected </li></ul><ul><li>in which we are investing for the common good </li></ul><ul><li>in which trillions of useful e-services are accessed by billions of information appliances supported by an &quot;always-on&quot; infrastructure </li></ul>
  3. 3. hp’s vision <ul><li>create ”a winning </li></ul><ul><li>e-company with </li></ul><ul><li>a shining soul.” </li></ul><ul><li>to lead in an internet age </li></ul><ul><li>to invent for the common good </li></ul>
  4. 4. e-services: internet strategy and vision Enabling Transformation enabling intelligent, connected devices and environments enabling e-services enabling always-on internet infrastructure
  5. 5. hp company overview <ul><li>net revenue FY 09: $114.6 billion </li></ul><ul><li>headquarters: Palo alto, California </li></ul><ul><li>company founded: 1939 </li></ul><ul><li>fortune 500: No-9 </li></ul><ul><li>fortune global 500: No-30 </li></ul><ul><li>No of employees: 93,000 </li></ul>
  6. 6. global presence: sales and service in more than 120 countries hp presence no hp presence
  7. 7. hp highlights <ul><li>global presence </li></ul><ul><li>financial strength </li></ul><ul><li>integrity and trust </li></ul><ul><li>technology leadership and innovation </li></ul><ul><li>world-class partnerships </li></ul><ul><li>customer satisfaction and standards leadership </li></ul><ul><li>customer-focused solutions to help you succeed </li></ul>
  8. 8. hp’s values <ul><li>innovation and flexibility </li></ul><ul><li>high level of achievement and contribution </li></ul><ul><li>teamwork </li></ul><ul><li>trust and respect for individuals </li></ul><ul><li>uncompromising integrity </li></ul>
  9. 9. hp diversity <ul><li>People are our competitive </li></ul><ul><li>advantage; differences are </li></ul><ul><li>our strength: </li></ul><ul><li>diverse perspectives, talents and teams help us meet the needs of our global and multi-cultural customers </li></ul><ul><li>diversity fosters teamwork, creativity, productivity and innovation </li></ul><ul><li>each of us brings individual experiences, insights and ideas to the workplace. </li></ul>
  10. 10. hp in the community <ul><li>In 2000, $52 million in cash and equipment contributions </li></ul><ul><ul><li>$36.8 million united states </li></ul></ul><ul><ul><li>$15.2 million outside united states </li></ul></ul><ul><ul><li>$2.9 million to united way (hp gift only) </li></ul></ul><ul><li>more than 100,000 employee volunteer hours in classrooms and the community </li></ul>
  11. 11. HP’s position before merger <ul><li>By 2001, as the industry stumbled, meeting growth targets became difficult for HP and it was forced to cut jobs and scrap plans </li></ul><ul><li>As a result HP stock price dropped drastically. </li></ul><ul><li>Turning the company around required more than just strategy from within </li></ul>
  12. 12. Growing Problems at HP <ul><li>HP was not adapting to technological innovation fast enough </li></ul><ul><li>Margins were going down </li></ul><ul><li>IPG (HP’s Imaging and Printing Group) was the leader in its market segment but did not rank anywhere among top 3 in servers, storage or services </li></ul><ul><li>Printing line was facing competition from Lexmark and Epson which were selling lower-quality inexpensive printers </li></ul><ul><li>Needed to build strong complementary business lines </li></ul>
  13. 13. hp, compaq merger <ul><li>Creates an $87 billion global technology leader, with the industry’s most complete set of IT products and services for both businesses and consumers </li></ul><ul><li>New hp would be the No1 global player in servers, imaging & printing, and access devices (pcs & hand- helds), as well as Top 3 player in IT services, storage, and management software. </li></ul><ul><li>New hp would have operations in more than 160 countries and over 145,000 employees </li></ul>
  14. 14. Market Benefits <ul><li>Merger will creates immediate end to end leadership </li></ul><ul><li>Compaq was a clear #2 in the PC business and stronger on the commercial side than HP, but HP was stronger on the consumer side. Together they would be #1 in market share in 2001 </li></ul><ul><li>The merger would also greatly expand the numbers of the company’s service professionals. As a result, HP would have the largest market share in all hardware market segments and become the number three in market share in services. </li></ul><ul><li>Improves access to the market with Compaq’s direct capability and low cost structure </li></ul><ul><li>The much bigger company would have scale advantages: gaining bargaining power with suppliers; and scope advantage: gaining share of wallet in major accounts . </li></ul>
  15. 15. Situation as of December 2000: <ul><ul><ul><li>Using HP’s 3rd corporate-supported generation application </li></ul></ul></ul><ul><ul><ul><li>Pros: </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Content integrated – single search located documents from many suppliers. </li></ul></ul></ul></ul></ul><ul><ul><ul><li>Cons: </li></ul></ul></ul><ul><ul><ul><ul><ul><li>Documents manually posted by team of 3 full-time contractors </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Only company-wide access docs could be posted </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Site was mainly used by one business organization </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Most organizations had their own market intelligence sites with documents posted </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Employees did not know where to go for MI content </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>Decentralized content purchase process </li></ul></ul></ul></ul></ul><ul><ul><ul><ul><ul><li>No one knew everything that HP has purchased </li></ul></ul></ul></ul></ul>
  16. 16. Role of Org structure in an Org efficiency & effectiveness? <ul><li>Organizational Structure </li></ul><ul><li>The formal arrangement of jobs within an organization. </li></ul><ul><li>Organization Efficiency and Effectiveness. </li></ul><ul><li>Organization that have formal org structure very good and systematic the organization not only with getting activities completed and meeting organization goals but also doing so as efficiently possible. </li></ul><ul><li>In successful organization high efficiency and high effectiveness go hand in hand through better Org structure. </li></ul><ul><li>Poor Org structure most often due to inefficiency & ineffectiveness can cause lose desired goals. </li></ul>
  17. 17. Structural problems <ul><li>Formal structure was not designed. </li></ul><ul><li>11 layer of management that have many. </li></ul><ul><li>Sales people confused to work. </li></ul><ul><li>Customers did not know Whom to </li></ul><ul><li>call for complaint. </li></ul><ul><li>That sales specialists did not </li></ul><ul><li>typically spent their time for customer. </li></ul>
  18. 18. W hat do you think of his changes.? <ul><li>Think about CHANGES. </li></ul><ul><li>Eliminate 3 layer of management to reduce </li></ul><ul><li>inefficiency of sales structures. </li></ul><ul><li>Sales reps assign one top customer that </li></ul><ul><li>customer know whom to contact that make for </li></ul><ul><li>customer easy to contact. </li></ul><ul><li>Top HP sales executives makes speedier </li></ul><ul><li>decision due to this low waste of time. </li></ul><ul><li>Sales peoples spent 40% time as Compare30% </li></ul><ul><li>because to the customer provide proper </li></ul><ul><li>attention. </li></ul>Buy once Search one site Make business decisions faster!
  19. 19. <ul><li>PEOPLES RESPOND. </li></ul><ul><li>After the addressing of his company structural problems that make a big changes. </li></ul><ul><li>Due to this changes worker take proper attentions on the customer. </li></ul><ul><li>Customers gain proper attention, dealing & Low time consuming. </li></ul><ul><li>Easy call and say something easy that they want. </li></ul><ul><li>These type of changes was very help full for their customers because eliminating one person instead four persons. </li></ul><ul><li>Organization was going to become an industry leader in computers market. </li></ul>page How do you think the company customer response these changes.?
  20. 20. page Cont……
  21. 21. ORGANIZATION STRUCTURE
  22. 22. Workforce Optimization Managing a large services workforce Demand: New and existing projects and clients Streams of service events Supply: Skills available Training opportunities Attrition Optimization: Matching workforce needs to available people and skills Global scale Complex constraints Millions of variables
  23. 23. High Performance Human Resource (HP-HR) Practices <ul><ul><li>Production problem solving teams that maximize horizontal information flows </li></ul></ul><ul><ul><li>Job rotation to build flexibility, team communication </li></ul></ul><ul><ul><li>Careful screening of workers down the job ladder to identify team skills </li></ul></ul><ul><ul><li>Job security used to build incentives to invest in firm’s future </li></ul></ul><ul><ul><li>Training in problem solving, team skills </li></ul></ul><ul><ul><li>Incentive pay </li></ul></ul>
  24. 24. High Performance Human Resource (HP-HR) Practices <ul><li>Compare to Traditional Human Resource Practices </li></ul><ul><li>Wage and salary only loosely tied to performance </li></ul><ul><li>Narrowly defined jobs </li></ul><ul><li>Limited screening for non-managerial jobs </li></ul><ul><li>Tight supervision </li></ul><ul><li>Little training </li></ul><ul><li>Layoffs in slack times </li></ul>
  25. 25. High Performance Human Resource (HP-HR) Practices <ul><li>Group pay incentives have free rider problems </li></ul><ul><li>Use smaller groups to foster peer pressure, mutual monitoring </li></ul><ul><li>Train on workplace norms </li></ul><ul><li>Combine with stronger screen on team work at hiring </li></ul><ul><li>Multiple HP-HR methods make incentive pay more successful </li></ul>
  26. 26. High Performance Human Resource (HP-HR) Practices <ul><li>Fostering worker ideas to raise productivity </li></ul><ul><ul><li>Requires job security, or workers may fear job loss from suggestions </li></ul></ul><ul><ul><li>Flexibility in job assignments makes commitment to job security more credible. </li></ul></ul><ul><ul><li>Commitment to training makes commitment to job security more credible. </li></ul></ul><ul><ul><li>Multiple HP-HR methods make decentralized decision-making more successful </li></ul></ul>
  27. 27. High Performance Human Resource (HP-HR) Practices <ul><li>When employees are expected to multitask </li></ul><ul><ul><li>Requires combination of fixed compensation for routine tasks </li></ul></ul><ul><ul><li>More complex compensation for innovative activities </li></ul></ul><ul><li>Multiple HP-HR methods make multi-tasking more successful </li></ul>
  28. 28. BENEFITS OF RESTRUCTURING <ul><li>Due to these changes worker take proper attentions on the customer. </li></ul><ul><li>Customers gain proper attention, dealing & Low time consuming. </li></ul><ul><li>Easy call and say something easy that they want. </li></ul><ul><li>These type of changes was very help full for their customers because eliminating one person instead four persons. </li></ul><ul><li>Organization was going to become an industry leader in computers market. </li></ul>
  29. 29. Mechanistic or a Organic Org? why? m <ul><li>Because . </li></ul><ul><li>Mechanistic should be </li></ul><ul><li>necessary for HP because large </li></ul><ul><li>organization tend to be more </li></ul><ul><li>mechanistic. </li></ul><ul><li>Make better span of control. </li></ul><ul><li>Clear chain of command, </li></ul><ul><li>regulations, standardize task </li></ul><ul><li>and similar control are essential </li></ul><ul><li>High specialization </li></ul><ul><li>Rigid departmentalization </li></ul><ul><li>Clear chain of command </li></ul><ul><li>Narrow spans of control </li></ul><ul><li>Centralization </li></ul><ul><li>High formalization </li></ul>More Mechanistic
  30. 30. THANK YOU!!!

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