Hewelett Packard Case Wiac

world Resource counsellingsing HP Case WAC meekness Submitted By Syed Ahad GardeziM. Awais IbrahimSyed Ammar HassanZaid Rahman ShamsiMBA II29-Nov-12 Lahore School of Economics Submitted to Prof. F. A. Fargonedy Comp any(prenominal) Background HP products were gener entirelyy electronic test and measuring instruments for engineers and scientist. Since indeed HP has added com identifyers, calculators, medical electronic equipment and many much products. HP had 57000 employees worldwide and in that respect were 20 manufacturing locations dot a bedevil the United States and 8 others around the world.Companys accusings were first put in writing in 1957. Product Strategy The prevailing impressiveness is on R&D to products that will compete by b be-ass proficient contri entirelyion quite than through marketing or to the war-ridden devices. The product strategy reflects the external modification, technical contribution and basic forge or purposes of the instruments were not altered. HPs focus was on technical contribution and short run profits rather than improving farseeing term growth. Organization The fundamental commercial enterprise unit at HP is the product division.The division is an incorporated self-sustaining organization with a groovy deal of indep block upence. No product atomic number 18a is a division until it contains the 6 basic functions of R&D, manufacturing, marketing, quality assurance finance and personnel. At the end of 1980 there were 40 HP divisions. Coordination of divisions activities is the responsibility of 10 product groups. financial Element The financial reporting system also provides special statements to plenty each divisions success in worldwide focussing of its product termination. Each ivision is measured along two dimensions 1) The financial results of the veridical manufacturing of products in the divisions. 2) The total worldwide activity in the divisions product bank notes whenever they argon manufa ctures. Capital allocations are negotiated during the yearly budgeting process although divisions are expected to be self-sustaining over any time period. humankind Resource Elements Hiring is done by normal interviewing processes. Testing is rare and then limited to specialized skills tests mostly pertinent to a smirch.The confrontation with the caper growth in 1973 also led to the expansion of training in the values and methods of HP. Executive seminars were increased and a new series of courses started for supervisors on managing at HP. The course is offered for the employees and it was taught by the local personnel staff and by at least by one lone manager. The routine tasks of employees are carried by a comprehensive system of management by objective (MBO). By introducing this system HP thought that each group or division to operate as a completely separate business. So that divisions have freedom of choice in their operations.The perception of the entire squad about the s uccess of HP is the communication at each aim of division which is due to trust, team fashion and openness. HP used a variety of techniques to encourage an ongoing dialogues with its. One way it tries to do this is by an open door policy. Supervisor was there to promote the employees and helped them in to batch about any advice. The biography was let onn a specific name at HP that was career maze. This phrase acknowledges the normalcy of cross functional, cross divisional, and lateral moves that often occur over the course of career at HP. The performance appraisal and salary administration process also identify individual employees to many managers around the guild. The performance components were predominant in the line with HP and moreover pay positions of the employees closely related to the performance. Problems Loss of Human Capital One issue that HP faces is the loss of human capital. The order is not really good in retaining its most important preference and is fa cing problems in this regard. The workforce of HP is so competent and all the employees are in truth proficient when they were hired that they only needed full moon a little bit of xperience and learning to touch the heights of success. HP spends too such(prenominal) of its resources and time to train these employees in such a way that they could make big decisions and right decisions on their own without any difficulties and hesitation. All this learning and experience make them fitting of doing their own business and make them self sufficient. These employees then no longer want to plosive consonant in the beau monde but want to grow by starting their own new ventures. Loss of these employees may not affect the company in short run but it will be real costly for HP in the long run. Doubtful Career of EmployeesAnother rather minor but an important issue in the company is that employees are not aware about when they will be promoted and where they could be works in the compa ny for their next assignment. So there is so some(prenominal) ambiguity about the career of the employees due to which they cannot plan about their career. And when they are not sure about their career and could not plan much for it, they might get de- motivated which is again not a very good sign for the company. De-motivated employees cannot work on their full potential and aptitude and the loss is then beard by the company.Complex Organization Culture third the organizational socialisation of HP is varied and cannot be understood very easily and quickly. One of the reasons is that it is not very well defined by the company. Goals, objectives and strategies are very well communicated to the employees but then they are set free to choose whichever path they want to choose for accomplishing the tasks. Employees can give their input and suggestions to their supervisors about their jobs and also they can have flexible hours.Participative management style is used by the company but at the very(prenominal) time the baptistry also discusses how new employees get confused when they were communicated the objectives of the company only and then theyll have to choose themselves how to achieve them by doing what? This is wherefore most of them asked about what are they going to do about these objectives and what on the dot was their jobs? Informal Environment The company has formalized procedures but they did not focus too much on following them. In fact, the president himself give tongue to that we dont focus much n the way but the only thing in which they are concerned with is the completion of tasks and work of deadlines. Despite having the formal procedures the company is using informal procedures and given employees full freedom so that innovation may continuously take move in the company. But on the same time it is a ripening company with lots of potential. Currently it has fifty seven thousand employees which are expected to increase so such an informa l and flexible finis would never sustain in a growing environment. Recommendations Hp is a huge organization with about 57000 employees all together.The companys burnish has been working fine for the employees who get involved in it and with time, they do hold up a part of it. In its culture, employees were given freedom of how to complete their tasks in a given time along with some set of procedures they had to fall out with. This culture has been followed since the companys long history and has proven to be successful and an edge over the other companies. To keep up with this culture and also to make new comers feel comfortable and see themselves as adjustable to it, we think that here, the role of the senior employees comes into part.The seniors have to be more compliant, more welcoming and help the new employees feel that now they are a part of it. Another problem we see in the case is a flaw in the Human Resource Departments plan. As mentioned in the case that employees lef t the company in an private road to start their own ventures and when they failed with it and wanted to join Hp again, they were welcomed in the company. offshoot of all, there shouldnt be employees who leave the company. Reasons for this should be identified and interpreted into notice.A reason mentioned in the case is that there were no defined career paths for the employees which could be a major reason for employees in leaving Hp. This issuing should be resolved by proper chronological sequence planning and crowing a defined path to the employees so that they get to know what position in the firm they might be aiming for in future. Secondly, the employees who wanted to refund Hp must not be welcomed to rejoin. This would create a norm within the employees of leaving and coming back whenever they wish to.If they have this judgement in mind that it is safe to leave their job at any point in time and if they come back theyll be accepted, they would work half-heartedly for H p and not perform as they are capable of. So, we recommend that a fair of job security should be there in the employees before they decide to leave the firm. With a proper succession plan, the posts of the employees who leave should be filled instantly and the post would be no longer available for that employee who left. This way, the employees would think twice before leaving the firm and then make their final decision.