Hewlett Packard Case Analysis 1
Hewlett – Packard Case Analysis
MGT/521- Management
Week 6 Assignment
May 21, 2018
This study source was downloaded by 100000831988016 from CourseHero.com on 04-02-2022 13:08:45 GMT -
...
Hewlett Packard Case Analysis 1
Hewlett – Packard Case Analysis
MGT/521- Management
Week 6 Assignment
May 21, 2018
This study source was downloaded by 100000831988016 from CourseHero.com on 04-02-2022 13:08:45 GMT -05:00
https://www.coursehero.com/file/36315618/Week-6-assignmentdocx/
Hewlett Packard Case Analysis 1
1). Describe super trends that are driving HP to change.
There are two super-trends that are diving HP to change; soft-ware and technology. To
better understand futuring one of the first concepts one can explore is the idea of trends. Futuring
seeks to help us prepare for the future, to be ready for tomorrow with the understanding of what
might be. This enables us as a business and or leader to adjust to the changes and compete
aggressively in changing market place (Phillips, 2017). Meg Whitman, CEO of Hewlett-Packard
saw these trends of soft-ware and technology as dragging HP down the rabbit hole and decided
to change the organizational structure and return HP back into the power house it once was.
2). Assess which forces for change are causing HP to undertake major organizational change.
The two forces of changes; outside forces such as demographic characteristics,
technology shareholder, customers and social and political pressures and inside forces human
resources and managers behavior (Kinicki & Williams p. 311). As for HP the forces for change
are employee lay-offs, Ms. Whitman stated that jobs cuts “as an opportunity to streamline the
company further and make it nimbler” (Hewlett Packard Analysis, 2018). Another forced
changed PC’s, laptops, and mobile devices to people worldwide contributed 29%” this change
make one question what’s going on with HP business and computers.
3). Recommend how Meg Whitman could use Lewin’s and Kotter’s models of change to increase
the probability of achieving positive organizational change.
Changes are made based on the organization’s vision, goals and strategy. Most theories
of organizational change originated with the landmark work of social psychologist Kurt Lewin.
Lewin developed a model with three stages: unfreezing, changing, and refreezing to explain how
to initiate, manage, and stabilize planned change. (Kinicki & Williams, 2016).
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Hewlett Packard Case Analysis 1
An expert in leadership and change management, John Kotter believes that, to be
successful, organizational change needs to follow eight steps to avoid the eight common errors
1). “Establish a Sense of Urgency. 2). Create the Guiding Coalition. 3). Develop a Vision & a
Strategy. 4). Communicate the Change Vision. 5). Empower Broad-Based Action. 6). Generate
Short-Term Wins. 7). Consolidate Gains & Produce More Change. 8). Anchor New Approaches
in the Culture. The value of Kotter’s steps is that they provide specific recommendations about
behaviors that managers need to exhibit to successfully lead organizational change (Kinicki &
Williams, 2016). It is important to remember that Kotter’s research reveals that it is ineffective to
skip steps and that successful organizational change is 70%–90% leadership and only 10%–30%
management. Senior managers are thus advised to focus on leading rather than on managing
change (Jones, George & Hill, 2000).
Using Lewin’s model Ms. Whitman must create awareness in the stakeholders, inform
employees that changes are in the making, minimize the resistance by give one consistent
explanation for the change(s), and if opposition is received ask for ideas. Using Kotter’s model
employees must buy into the change after leaders convinced them that a change is needed.
Equally Lewin and Kotter recognize the importance of reducing resistance and preparing the
stakeholder and employees to fully support the change. Both models are good my
recommendation would be the Lewin’ model being the easiest to use with a clear vision with
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