Case study

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Nishani Mudalige

Corporate Governance

1
Corporate Governance
Case Study
Read the case study given below and answer the questions which follow.
In 2005, HP hired Mark Hurd as CEO, replacing Carly Fiorina. In contrast to HP’s long company
policy of employee retention known as “The HP Way”, Hurd embarked on a series of cost-cutting
measures which included the cutback of 15,000 workers. Hurd was also widely credited for
improving HP’s performance, increasing HP’s stock price double within two years. However, in
June 2010, Hurd was alleged to have submitted inaccurate expense reports to hide a personal
relationship with an HP marketing consultant. This was deemed to have violated HP’s standards
of business conduct. As a result, Hurd resigned from his positions as Chairman and CEO. This
was followed by much controversy surrounding Hurd’s excessive remuneration package. Hurd
then proceeded to join one of HP’s main rivals, Oracle, as its co-president and director (Teen,
2012).
a) Identify the corporate governance problems of HP during the tenure of Mark Hurd.
b) Explain how they influenced the deterioration of the degree of corporate governance of
HP.
c) What is the role that the board of directors could play in corporate governance of
companies? Do you think that the board of HP played its potential role during the term of
Hurd? Provide reasons for your answer.
d) What is the problem with Hurd joining Oracle after resigning from HP?

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Read the “Stories of Change” section in Chapter 1 of the textbook that describes how companies such as Hewlett Packard, IBM, Kodak, and McDonald’s have addressed significant changes within their organizations. Write a four to six (5-6) page paper in which you: 1.Using Kotter’s model, identify the three (3) most significant errors made out of all of the change stories presented and describe the ramifications of those mistakes. 2.Make at least one (1) recommendation for each change story that would have improved the effectiveness of the change process and explain why that recommendation would have altered the outcome of the change process. 3.Attribute a change image to the leading managers or directors in each change story and provide an explanation as to why that change image label is appropriate. 4.Recommend a different strategy for managing change in each of the one change stories presented and provide a justification for your recommended strategy. 5. Use at least three (5) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources. Your assignment must follow these formatting requirements: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length. Palmer−Dunford−Akin: Managing Organizational Change: A Multiple Perspectives Approach, Second Edition 1. Introduction: Stories of Change Text © The McGraw−Hill Companies, 2009 1 Chapter1 Introduction: Stories of Change Learning objectives On completion of this chapter you should be able to: • Understand why change is both a creative and a rational process. • Identify why there are limits on what the manager of change can achieve. • Recognize how stories of change can illuminate key issues in managing change. • Appreciate the “roadmap” for this book and the multiple “images” approach that underlies it. Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as muddling-through and creative a process as it is a rational one. This book recognizes these tensions for those involved in managing organizational change. Rather than pretend that they do not exist, it confronts them head on, identifying why they are there, how they can be managed, and the limits they create for what the manager of organizational change can achieve. It shows how the image(s) we hold about how change should be managed, and of what we think our role should be as a manager of change, affects the way we approach change and the outcomes that we think are possible. As a way into these ideas, we commence this chapter by visiting four prominent co.

Read the Stories of Change” section in Chapter 1 of the textbook th.docx

Read the Stories of Change” section in Chapter 1 of the textbook th.docx

Read the Stories of Change” section in Chapter 1 of the textbook th.docx

I need a 5 page paper apa with references. The details are below. Assignment 1: Stories of Change Due Week 3 and worth 135 points Read the “Stories of Change” section in Chapter 1 of the textbook that describes how companies such as Hewlett Packard, IBM, Kodak, and McDonald’s have addressed significant changes within their organizations. Write a four to six (4-6) page paper in which you: Using Kotter’s model, identify the three (3) most significant errors made out of all of the change stories presented and describe the ramifications of those mistakes. Make at least one (1) recommendation for each change story that would have improved the effectiveness of the change process and explain why that recommendation would have altered the outcome of the change process. Attribute a change image to the leading managers or directors in each change story and provide an explanation as to why that change image label is appropriate. Recommend a different strategy for managing change in each of the one change stories presented and provide a justification for your recommended strategy. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources. Your assignment must follow these formatting requirements: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length. The specific course learning outcomes associated with this assignment are: Compare theories of change management and select an appropriate theory for an organization change. Evaluate the reactions to change including identifying signs of resistance and approaches to managing it. Use technology and information resources to research issues in managing organizational change. Write clearly and concisely about managing organizational change using proper writing mechanics. Click here to view the grading rubric. Chapter 1 Introduction: Stories of Change Learning objectives On completion of this chapter you should be able to: • Understand why change is both a creative and a rational process. • Identify why there are limits on what the manager of change can achieve. • Recognize how stories of change can illuminate key issues in managing change. • Appreciate the “roadmap” for this book and the multiple “images” approach that underlies it. Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as muddling-through and creative a process as it is a rational one. This book recognizes these tensions for those involved in managing organizational change. Rather than pretend that they do not ex.

I need a 5 page paper apa with references. The details are below..docx

I need a 5 page paper apa with references. The details are below..docx

I need a 5 page paper apa with references. The details are below..docx

I need a 5 page paper APA format with References on the following topic. I will list the requirements and the chapter. Assignment 1: Stories of Change Due Week 3 and worth 135 points Read the “Stories of Change” section in Chapter 1 of the textbook that describes how companies such as Hewlett Packard, IBM, Kodak, and McDonald’s have addressed significant changes within their organizations. Write a four to six (4-6) page paper in which you: Using Kotter’s model, identify the three (3) most significant errors made out of all of the change stories presented and describe the ramifications of those mistakes. Make at least one (1) recommendation for each change story that would have improved the effectiveness of the change process and explain why that recommendation would have altered the outcome of the change process. Attribute a change image to the leading managers or directors in each change story and provide an explanation as to why that change image label is appropriate. Recommend a different strategy for managing change in each of the one change stories presented and provide a justification for your recommended strategy. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources. Your assignment must follow these formatting requirements: Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your professor for any additional instructions. Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required assignment page length. The specific course learning outcomes associated with this assignment are: Compare theories of change management and select an appropriate theory for an organization change. Evaluate the reactions to change including identifying signs of resistance and approaches to managing it. Use technology and information resources to research issues in managing organizational change. Write clearly and concisely about managing organizational change using proper writing mechanics. Chapter 1 Introduction: Stories of Change Learning objectives On completion of this chapter you should be able to: • Understand why change is both a creative and a rational process. • Identify why there are limits on what the manager of change can achieve. • Recognize how stories of change can illuminate key issues in managing change. • Appreciate the “roadmap” for this book and the multiple “images” approach that underlies it. Changing organizations is as messy as it is exhilarating, as frustrating as it is satisfying, as muddling-through and creative a process as it is a rational one. This book recognizes these tensions for those involved in managing organizational change. Rather than pretend that the.

I need a 5 page paper APA format with References on the following to.docx

I need a 5 page paper APA format with References on the following to.docx

I need a 5 page paper APA format with References on the following to.docx

4 Shaping and Sustaining Change Ryan McVay/Photodisc/Thinkstock Learning Objectives After reading this chapter, you should be able to do the following: 1. Describe the major reasons why organizational change programs fail and succeed. 2. Evaluate how to recruit and empower employees. 3. Analyze the five pillars of successful, sustainable change. 4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain change. 5. Examine useful principles and practices in sustaining change. wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM © 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution. Introduction Nothing is easier than saying words. Nothing is harder than living them day after day. —Arthur Gordon Pretest Questions 1. True/False: Because speed and efficiency are hallmarks of the American business system, a short–term fix approach to organizational change is often successful. 2. True/False: Recruiting experienced individuals to a company that is planning trans- formational change is risky because such people tend to resist change. 3. True/False: Knowledge management is a system in which organizations sustain change by making intellectual capital available to employees so they can continuously learn. 4. True/False: Built-to-change organizations prioritize temporary competitive advan- tage over long-term stability by continuously implementing important changes. 5. True/False: A self-designed organization is one in which stakeholders choose the direction of the company. 6. True/False: A common mistake in implementing change strategy is to reject a “blockbuster” innovation in favor of small, unexciting changes. In Chapter 3 we discussed three companies that underwent significant planned organizational changes. They are summarized here to illustrate two successful overall outcomes (Ford and AlliedSignal/Honeywell) and one unsuccessful change (Avon). Ford After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for engineering one of the most successful business turnarounds in history. Under Alan’s leadership, Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto companies” (as cited in Media.Ford.com, 2014, para. 4). Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst performance ever. In 2010, however, the company had net income of $6.6 billion, its highest profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board; it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth $56.5 million (Henry, 2011). After careful research, Mulally targeted major problems at Ford as “inefficiencies in production, bad relationships with suppliers, unrealist.

4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx

4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx

4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx

4 Shaping and Sustaining Change Ryan McVay/Photodisc/Thinkstock Learning Objectives After reading this chapter, you should be able to do the following: 1. Describe the major reasons why organizational change programs fail and succeed. 2. Evaluate how to recruit and empower employees. 3. Analyze the five pillars of successful, sustainable change. 4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain change. 5. Examine useful principles and practices in sustaining change. wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM © 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution. Introduction Nothing is easier than saying words. Nothing is harder than living them day after day. —Arthur Gordon Pretest Questions 1. True/False: Because speed and efficiency are hallmarks of the American business system, a short–term fix approach to organizational change is often successful. 2. True/False: Recruiting experienced individuals to a company that is planning trans- formational change is risky because such people tend to resist change. 3. True/False: Knowledge management is a system in which organizations sustain change by making intellectual capital available to employees so they can continuously learn. 4. True/False: Built-to-change organizations prioritize temporary competitive advan- tage over long-term stability by continuously implementing important changes. 5. True/False: A self-designed organization is one in which stakeholders choose the direction of the company. 6. True/False: A common mistake in implementing change strategy is to reject a “blockbuster” innovation in favor of small, unexciting changes. In Chapter 3 we discussed three companies that underwent significant planned organizational changes. They are summarized here to illustrate two successful overall outcomes (Ford and AlliedSignal/Honeywell) and one unsuccessful change (Avon). Ford After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for engineering one of the most successful business turnarounds in history. Under Alan’s leadership, Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto companies” (as cited in Media.Ford.com, 2014, para. 4). Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst performance ever. In 2010, however, the company had net income of $6.6 billion, its highest profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board; it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth $56.5 million (Henry, 2011). After careful research, Mulally targeted major problems at Ford as “inefficiencies in production, bad relationships with suppliers, unrealist.

4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx

4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx

4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx

domenicacullison

4 Shaping and Sustaining Change Ryan McVay/Photodisc/Thinkstock Learning Objectives After reading this chapter, you should be able to do the following: 1. Describe the major reasons why organizational change programs fail and succeed. 2. Evaluate how to recruit and empower employees. 3. Analyze the five pillars of successful, sustainable change. 4. Explain the characteristics of built-to-change organizations that position themselves to successfully sustain change. 5. Examine useful principles and practices in sustaining change. wei82650_04_c04_155-206.indd 155 12/15/15 9:44 AM © 2015 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution. Introduction Nothing is easier than saying words. Nothing is harder than living them day after day. —Arthur Gordon Pretest Questions 1. True/False: Because speed and efficiency are hallmarks of the American business system, a short–term fix approach to organizational change is often successful. 2. True/False: Recruiting experienced individuals to a company that is planning trans- formational change is risky because such people tend to resist change. 3. True/False: Knowledge management is a system in which organizations sustain change by making intellectual capital available to employees so they can continuously learn. 4. True/False: Built-to-change organizations prioritize temporary competitive advan- tage over long-term stability by continuously implementing important changes. 5. True/False: A self-designed organization is one in which stakeholders choose the direction of the company. 6. True/False: A common mistake in implementing change strategy is to reject a “blockbuster” innovation in favor of small, unexciting changes. In Chapter 3 we discussed three companies that underwent significant planned organizational changes. They are summarized here to illustrate two successful overall outcomes (Ford and AlliedSignal/Honeywell) and one unsuccessful change (Avon). Ford After working at Ford for 25 years, Alan Mulally retired as CEO on July 1, 2014—8 years after leading Ford’s transformation. Chair Bill Ford said, “Alan deservedly will be long remembered for engineering one of the most successful business turnarounds in history. Under Alan’s leadership, Ford not only survived the global economic crisis, it emerged as one of the world’s strongest auto companies” (as cited in Media.Ford.com, 2014, para. 4). Mulally’s change strategy, “One Ford,” worked. In 2006 Ford lost $12.7 billion, its worst performance ever. In 2010, however, the company had net income of $6.6 billion, its highest profit in a decade. The stock price was $1.25 a share in 2006 when Mulally came on board; it closed at $17.21 on the day he retired. In 2011 he was awarded stock bonuses worth $56.5 million (Henry, 2011). After careful research, Mulally targeted major problems at Ford as “inefficiencies in production, bad relationships with suppliers, unrealist ...

4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx

4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx

4 Shaping and Sustaining Change Ryan McVayPhotodiscThink.docx

MGT 521 Week 6 Final Exam MGT/521 Write a paper of no more than 3,500 words reviewing the strategic initiatives taken by the company relative to organizational and operational adaptation to changing markets. Explain the following in your paper: How recent economic trends are influencing the business Strategies the company has used or could use for adapting to changing markets, such as an economic downturn or recession Tactics the company has implemented or could implement to achieve their strategic goals The role human resource management plays in helping the company achieve its business goals If you would be willing to invest in this company as a mutual fund manager Write a conclusion for your overall business analysis. Be sure to support your conclusion with information you have gathered from parts one and two of your business analysis. Format your paper consistent with APA guidelines. Week 6 Business Analysis Part III Ford Motor Company was founded by Henry Ford and incorporated in 1903, the great depression and now the recession we are in the company has survived and found ways to become stronger. The company has rebounded in the past few years and right now the company is booming and generating a great profit which is pleasing for the company and its stakeholders. As numbers tell no lies, in 2008 Ford suffered its worst year in history with a $14.6 billion dollar loss (Starner, 2010), and by 2010 reported a $2.7 billion dollar gain. With a turn around like that one must assume Ford has figured out what they need to change to survive. A few ways that the company has turned around the business is by downsizing and changing company values, to introduce a new, “Battery Electric Vehicle(BEV)” ("Media.ford.com", 2011), and also they have incorporated robotics into their Quality Control(Robotic Trends Staff, 2011). Ford has a very strong human resource department and a woman by the name of Felicia Fields (Starner, 2010), has been a major player for the company. Ford is now as a company who is striving and achieving great success that once again has made them a top performer in the auto industry. In 2008 the company hit rock bottom, with record losses and the companies stock falling to about a dollar, the company has had to regroup and focus. It has done just that and become a rock in the auto industry once again. In 2008 with such a hard financial year the company was forced to sell some of other car companies that they had stake in, Jaguar, Land Rover, Volvo and Ashton Martin were some of those names. Their CEO Alan Mulally had a vision and his vision was, “ONE Ford: ONE Team, ONE Plan, ONE Goal.” (Starner, 2010) The plan is a lot like it sounds, the company would regroup and become one, become more efficient and operate in a way that it had never done so before. The company then soon downsized and went from a company of 213,000 employees in 2008 and now it operates with around 176,000, which is a sizeable difference. Ford is now ...

MGT 521 Week 6 Final ExamMGT521Write a paper of no more than .docx

MGT 521 Week 6 Final ExamMGT521Write a paper of no more than .docx

MGT 521 Week 6 Final ExamMGT521Write a paper of no more than .docx

When Fortune 100 executives lose their jobs over spectacular errors of judgment or behavior, it’s always their innate nature that leads them astray. Dynamic, forceful, ambitious executives have no monopoly on blindness about their darker urges, but if you want to achieve success under stress and manifest your goals, you must look inside our self and be honest about what you see. Leadership guru Tim Irwin dissects six large than- life executives who derailed and explains what you can learn from each of them and from all of them. His easy, readable, compassionate tone conceals the profundity of his insights, but he delivers his message.

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Case 1/._barron HP 420.pdf Case 1/._ebscohost-4.pdf Case 1/._Hellriegel.pdf Case 1/._HP Soap.pdf Case 1/._hp420.pdf Case 1/._Lockyear.pdf Case 1/._Mod2Background.html Case 1/._Mod2Case.html Case 1/._Robbins, S.pdf Case 1/barron HP 420.pdf Find a copy Abstract Full Text Back to previous page document 1 of 1 The Soap Opera at HP Continues Veverka, Mark. Barron's; New York, N.Y. 91.39 (Sep 26, 2011): 25. http://yv9qf3bq4d.search.serialssolutions.com/?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF- 8&rfr_id=info:sid/ProQ%3Aabiglobal&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=unknown&rft.jtitle=Barron%27s&rft.atitle=The+Soap+Opera+at+HP+Continues&rft.au=Veverka%2C+Mark&rft.aulast=Veverka&rft.aufirst=Mark&rft.date=2011- 09-26&rft.volume=91&rft.issue=39&rft.spage=25&rft.isbn=&rft.btitle=&rft.title=Barron%27s&rft.issn=10778039&rft_id=info:doi/ Hewlett-Packard's (HP) board of directors clicked the "Buy it now" button last week and tapped current director and former eBay chief Meg Whitman to replace Leo Apotheker as CEO. Apotheker was fired after 11 disastrous months on the job, during which he cut revenue guidance three times. HP shares have plunged 47% during his tenure, closing Friday at $22.32. HP's decision to tap Whitman was made hastily, without conducting an outside search or naming an interim CEO, raising the eyebrows of investors and tech analysts who have observed more than a decade of serial blunders by HP's board. Having thrown Apotheker under the bus, HP's board has turned to Whitman to clean up one of the world's biggest technology companies. Headnote Once the pride of the technology world, Hewlett-Packard has been stumbling for more than a decade. Is newly appointed CEO Meg Whitman up to the job? HEWLETT-PACKARD'S BOARD OF DIRECTORS CLICKED THE «BUY it now" button last week and tapped current director and former eBay chief Meg Whitman to replace Leo Apotheker as CEO. Apotheker was fired after 11 disastrous months on the job, during which he cut revenue guidance three times. HP (ticker: HPQ) shares have plunged 47% during his tenure, closing Friday at $22.32. HP's decision to tap Whitman was made hastily, without conducting an outside search or naming an interim CEO, raising the eyebrows of investors and tech analysts who have observed more than a decade of serial blunders by HP's board, "While we believe the decision to replace Leo Apotheker was a good one," wrote Bernstein analyst Toni Sacconaghi on Friday, "we are disappointed with the naming of Meg Whitman as HP's permanent CEO, and believe that this sentiment is shared by most investors and large HP shareholders." Among the board's past missteps: Carly Fiorina, hired as CEO in 1999, engineered the highly contested acquisition of Compaq Computer in 2002 and was ousted in 2005; Mark Hurd, hired as CEO in 2006, was ousted in 2010 after an alleged sexual-harassment case emerged, clearing the way for former SAP Chief Executive Apotheker, who, in a single week ...

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