康柏企業(yè)文化整合方案(英文版)-文庫吧資料
2024-10-26 17:39本頁面
【正文】 m/visionstrategy/newhpway,樹立質(zhì)量法制觀念、提高全員質(zhì)量意識(shí)。 processes,strategies,behaviors,policies amp。 agility,profit,global citizenship,leadership capability,employee commitment,corporate objectives,customer loyalty,growth,market leadership,metrics amp。 respect achievement amp。 structure and measurement systems cloud accountability strong matrix management leading to fuzzy lines of accountabilities performance management inconsistent, generally poor planning and control crossorganizational collaboration difficult country managers are kings many things are very centralized differences decisions made quickly a lot of “checking in” to make a decision, iterative decisions, topdown,14,congruence model,output,input,environment,resources,history,strategy,system,unit,individual,work,people,formal organization,informal organization,15,informal organization,hp on hp as strength similarities strong sense of ethics strong customerfocus (make great products) team culture, have to be part of the group getting results is rewarded, sometimes effort without a result gets rewarded having big new ideas is valued treat people with dignity multiple subcultures differences conflict avoidance and overcompromise are normal titles not referenced, egalitarian unique commentary “silo mentality” failure deserves a second chance diversity and people are valued,compaq on compaq similarities ethical behavior is enforced strong customer orientation (make what they want) teamwork is valued highly results/bottomline focused, sometimes effort without a results gets rewarded openness to good/new ideas don’t publicly embarrass people multiple subcultures differences conflict addressed directly/openly, aggressive, brash titles are referenced, abundant, hierarchical unique commentary initiative, flexibility, “go for it” attitude are valued relaxed/flex work environment。 very topdown, slow, long decision cycle times。 they are unclear, execution not enforced no consequences for not meeting objectives。 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 no
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