康柏企業(yè)文化整合方案(英文版)-文庫(kù)吧
2024-10-26 17:39 本頁(yè)面
【正文】 ward the market。 interferes with investing/building for the future unique commentary tendency to be influenced more by major customer accounts than technological advancements,8,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal organization,informal organization,9,work,hp on hp differences respect for process strong planning and financial processes work process is organizationally based, vertically strong, works well unique commentary autonomy in managing one’s own work is the norm。 accountability at individual level upper management does not seem to be held accountable in the same way as others poor crossfunctional accountabilities and ownership of work,compaq on compaq differences process seen as bureaucracy, aversion to processes lack of clear, disciplined processes work process: swat teams unique commentary technology is great information systems are not integrated multitasking is a norm worklife balance is not achieved,10,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal organization,informal organization,11,people,hp on hp similarities low credibility in leadership differences leadership focused on relationships (how things get done) unique commentary multicultural, diverse, dedicated workforce teamoriented losing the “family feeling” lower levels of management are informal。 top management is more formal and removed recent changes led to low morale,compaq on compaq similarities low credibility in leadership differences leadership achievementoriented, rugged individualists (what gets done) unique commentary people are bright, committed, and work hard, long hours good interpersonal relationships learning happens on the job insufficient investment in training and development people do not feel empowered, except in field,12,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal organization,informal organization,13,formal organization,hp on hp similarities goals change too often。 they are unclear, execution not enforced no consequences for not meeting objectives。 performance metrics unclear or absent, differ across “silos” frontend/backend structure exacerbated problems with accountability hp is horizontally challenged more power moving to the frontend organization hp is becoming more central
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