Case Study – Carly Fiorina: Hired and Fired at Hewlett-Packard
Added on 2020-12-15
6 Pages1960 Words381 Views
Leadership Management
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Case Study – Carly Fiorina: Hired and Fired at Hewlett-Packard MMS 5101 Dr. M. D. Pushpakumari By W.H.D. Deshan - 5266FM2019007 MBA/MPM/M.Sc. 2019
1 | P a g eCarly Fiorina: Hired and Fired at Hewlett-Packard The Hewlett-Packard Company is one of the oldest companies in Silicon Valley in United States. When the company was founded by Bill Hewlett and David Packard in 1930’s, they have introduced a management concept which was a novelty as well as radical at the time and perceived as an egalitarian, decentralized system that came to be known as “The HP Way”. It was a concept which consists of more people oriented leadership style and decentralized, horizontal hierarchical management system which had led company to be controlled in a teamed structure which are given freedom to operate on their own decisions with minimum intervention of top management, but finally all the collaborations were forwarded toward the attainment of entire organizational goals. Also, the employees were recognized as most important stakeholders by top management hence, various benefits were given to them such as all-company profit-sharing, flexible work schedules, tuition assistance and job sharing...etc. while the expected returns were the increase of motivation, creativity and innovation and work orientation of each individual employee. As a decentralized company which was being run by almost equal level of delegation on each employee, it may quite difficult to direct all the people in same way similarly in a centralized management system with an authoritarian leadership. Since the each employee has a right to give his/her opinion on corporate decisions, it would be a challenge in such management culture to take a decision on his/her own will. Also, any top leader who are going to lead a large corporation which is much more driven and controlled by norms, traditions and values rather than rules and procedures must be carefully handled and must learn about them prior to launch any kind of restructure or reformation as per his/her own visions and objectives. When it is looked depth in the leadership of Carly Fiorina at HP as CEO, the above explanation is prominently visible in her role. Fiorina was unable to perform as a successful leader and had to be rejected from her company in a relatively short period of time, despite of her efforts to raise the company to a prosperous level in ever changing IT industry. When there is analysed the Fiorina’s leadership with related to Trait Approach, there can be identified some significant traits that Carly had posed in her leadership practice. Though it could tend to be believed that she was able to manage and overcome resistances
2 | P a g eand grievances from existing employees including the board of directors, the effectiveness of all those are still in question, as the company was in a slope throughout the period she was ruling. The traits which were posed by Fiorina and how those are related to the actions, strategies taken by her and incidences happened during her leadership at HP, can be listed as follows; 1. Self-confidence and Judgment, - These are the personality related traits can be seen on Fiorina’s leadership character which are more highlighted in the event of acquisition of rival Compaq. She heavily believed of outcomes of the action though the external advisors warnings of negative consequences and also confidently convinced the all the related parties to get support and approve the transaction. These are posed by her in positive way. 2. Achievement drive and Persistence against obstacles- Fiorina couldn’t be stopped by the negative comments, the restrictions of peers as well as subordinates and pursued them on the target what she thought to be right by defeating skeptics and other obstructers internally and externally. The Compaq buyout is also reflect these work related characteristic traits of her significantly and positively. 3. Independence- It was criticized by many that she had attempted to change the flat structure of HP and introduced a top-down control system and she was able to apply an autocratic style. But this approach could be helpful to minimize the interferences from other on decision making and gain the independence of managing the things as she wished. 4. Sociability & interpersonal skills – This is area (Social characteristics) somewhat she had appeared to be failed in her leadership, as the relationships with peers and subordinates were eroded gradually throughout her period as the CEO at Which had led her to blame the HP executives on poor performance of company by pointing out all the faults on them, instead of admitting that she was also part of it. This is was finally ended up by many key executives leave the company and the matter shows well how she was weak in build and keeping up a proper and stronger relationship with her partners well. However, as per viewed through traits approach, the Fiorina’s leadership can be explained as a mixed bag of both positive and negative traits, but it is not sufficient and validate to
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