HP was founded in 1963 by David Packard and Bill Hewlett in a garage. It originated as a company designing personal computers and has since expanded into various products. As technology advanced, HP transformed its organizational structure from mechanical to organic to adapt to changing environments. It underwent restructuring like merging divisions to reduce costs and labor. There are different types of organizational structures like functional, divisional, and matrix that have advantages and disadvantages depending on the company's goals and strategy. Formal and informal structures also exist within organizations.

1. 1
Mohammad Kashani
December 2017

2. HP
2
 David Packard and Bill Hewlett 1st January 1963
 The company they founded would be called H-P or P-H.
 Originated in a garage.
 Designed the first personal computer.

3. HP PRODUCTS
3
1960
1980
1970

4. HP PRODUCTS
4

5. CHANGING
5

6. MAKING NEW ATMOSPHERE
6
John AndrewYoung Lewis Emmett Platt

7. DIGITAL REVOLUTION
7

8. THE MAIN ISSUE
8

9. RIVALS
9
VS

10. RECOGNIZE THE NEED
10
Recognized
needs
New Product
 New Customer
Entering to the
New Market

11. THETRANSFORMATION HP
11

12. GOALS
12
1.Major structural transformation
2.Employee satisfaction
3.Enlightenment managing

13. THE PROCESS OF ACHIEVING GOALS IN HP
13
Identify
strengths
New strategy
The new process of decision
making
Renew the structure
Synchronization

14. ORGANIZATIONAL DESIGN
14
Organization:
• A pattern of people's relationships
• Managers
• Common goals

15. ORGANIZATIONAL DESIGN
15
organizing:
• Create a framework
• Managers and members
coherently
• Guiding towards
achieving goals

16. ORGANIZATIONAL DESIGN
16
organizing
Organization's goals and
Strategic plans to achieve them
The necessary abilities

17. ORGANIZATIONAL DESIGN
17
Goals
Strategic
plans
Abilities
Environment
Managers Decisions

18. ORGANIZATIONAL STRUCTURE
18
Division and
coordinate of
work

19. ORGANIZATIONAL STRUCTURE
19Coordination
The hierarchy of
organizational
authority
departmentalization
Division of work
Four pillars of
the organizing
• Simplifying works
• Specializing works
• Span of management control
• Chain of command
• Information flow Chain of command
• saving time
• Increased efficiency

20. COORDINATION
20
The “Big3” : GM, Ford, Chrysler
Product:
Gasoline, Bio-Fueled, Electric, Hybrid, Diesel, Ethanol

21. DIFFERENTIATION AND INTEGRATION
21
• Division of works
• Specializing works Differentiation
Integration• Coordination
Advantages:
• Giving identity to employees
• Impact on their role
• Create ways to communicate
with others
Disadvantages:
• Conflict between individuals
and units

22. EFFECTIVE COORDINATION
Methods to create
effective coordination
22
1. Main Principles of
Management:
A. Management hierarchy
B. Terms and Conditions
C. Plans and goals
2. Increased potential for
coordination:
A. Vertical information systems
B. Relationships at horizontal levels
3. Reduce the need for
coordination:
A. Create additional benefits
B. Create independent units

23. ORGANIZATIONAL DESIGN
23
Decision
process
appropriate
organizational
structure
Organization strategy
Environment

24. ORGANIZATIONAL DESIGN
24
The main pillar of organizational design:
 Division of work
 Grouping
 Organizational hierarchy
 Coordination

25. ORGANIZATIONAL DESIGN
25
Classic attitudes
looking for the best way
Regulations
Chain of
Command
Meritocracy
Hierarchy
of authority
Professional
ization of
works
 weber
 Taylor
 Fayola

26. ORGANIZATIONAL DESIGN
Attitude based on work and technology
Structure
Organizatio
nal success
Work
technology
I. More sophisticated technology will increase
the number of managers and levels
II. In single-product companies, managers need
high skills.Their management area is smaller
III. The more complex the technology the
number of office and office employees will
be.The work becomes more specialized.
The effect of technology is more severe on smaller companies. 26

27. ORGANIZATIONAL DESIGN
27
Tom boronze and stoker
Designed organizations based on two organizational systems
Attitude based on Organization environment
Mechanical system Organic system
division of work Group work (not individual)
more specialized tasks The hierarchy of command is not
emphasized
precise definition of goals and powers of
each person and unit
the members are connected at all levels
hierarchy of command the flow of information across the
organization
If the environment is
stable and sustainable
Mechanical
system
If the environment is
tense
Organic
system
If the environment is
changing
Combined
system
Theresultofthestudy

28. REDUCE LABOR
28
Restructuring
Shrink the
organization
Reduce labor

29. RESTRUCTURING ON HP
29
Merge

30. RESTRUCTURING ON HP
30

31. TYPES OF ORGANIZATIONAL STRUCTURE
31
Advantages:
• The most logical and fundamental form of
organization
• Uses the best of resources.
• Supervision is simpler.
• Skilled people are more easily mobilized.
Disadvantages:
• The slow pace of decision-making and problem
solving
• It is not easy to judge the performance.
• It is not easy to determine responsibilities.
• The coordination of the members of these
groups is very difficult.

32. ORGANIZATIONAL DESIGN
32
Advantages:
• Activities are focused so coordination is easier.
• The quality and speed of decision making are high.
• Units have more authority.
• Responsibilities are clear.
• The director's performance of each unit can be
easily judged.
Disadvantages:
• The interests of each unit are preferred to all the
goals of the entire organization.
• Administrative costs are rising.

33. ORGANIZATIONAL DESIGN
33
Advantages:
• Due to the specialized nature of the data, solving
complex problems is much easier.
• Flexible in terms of cost and output.
• Avoid rework.
• The recruitment of duplicate specialists is
prevented.
• Disadvantages:
• Adapting people to the system is time-consuming
and difficult.
• People need high skills in connecting with others.
• They must be flexible in working with others.
• The hierarchy of powers must be precisely
determined.

34. FORMAL AND INFORMAL STRUCTURES
34

35. FORMAL AND INFORMAL STRUCTURES
35
• Designed in a reasonable manner.
• shape and organization.
• Organizational strategy
• The structure is proportional to the strategy
James Brian quinn
Intelligent
enterprise

36. 3 TYPES OF ORGANIZATIONAL STRUCTURE
36
The organization is
disconnected
Virtual companies
Necessity of lack of
organization
James Brian quinnbusinessweektom peters

37. 3 TYPES OF ORGANIZATIONAL STRUCTURE
37
Necessity of lack of
organization
tom peters
 Do not pay much attention to
organizational structures.
 All their attention is devoted to
helping solve problems.
 Bring together talented individuals
who work in organizations.
 The tasks are carried out in short and
flexible courses.
In this way, a new form of organization emerges every day.
Create
creativity
Quick
service

38. 3 TYPES OF ORGANIZATIONAL STRUCTURE
38
Main features of these organizations:
 Technology
 Opportunism
 Confidence
 Borderlessness
 The most awesome
Virtual companies
BusinessWeek

39. 3 TYPES OF ORGANIZATIONAL STRUCTURE
39
Main features of these organizations:
 Several separate structures.
 Have their own structure.
 They do part of the job.
The organization is
disconnected
James Brian quinn

40. STRUCTURE OF NIKE COMPANY
40

41. 41
Thank you
and best
wishes

42. 42
Selected References:
• A. Parsian, S. A. (2014). Management: Organizing, Leading, Controlling. Tehran: Cultural Research
Bureau.
• Auto, U. a. (1993). Philadelphia Inquirer, A1,A10.
• Daniel R. Gilbert, J. A. (2009). Management. Pearson.
• Hof, Q. i. (1993). Hewlett-Packard Digs Deep for a Digital Future. Business Week, p. 73.
• Mandel, B. o. (1990). This Time, the Downturn Is Dressed in Pinstripes. Business Week, p. 130. 4.