A Model Case Study on ‘Organizational Culture Misconception'
A Model Case Study on Organizational Culture Misconception'
This case study was written by one of the case study writer who has been writing for online writing services for many years. The case of HP illustrated here is an example/model for case writing/analysis.
The HP case exemplifies companies that conform, by and large, to general patterns of organizational life cycle, revealed in the work of many research scholars. Of these, Larry Griener's work is the most remarkable one. While analyzing the case, we will examine the following factors, though not necessarily in the same order:
Impact of HP's culture on organizational performance.
Culture's dominance over structure in managing HP.
The life cycle stages of HP.
Change in organizational strategy and its impact on culture.
Leadership change in HP and its consequences.
The creativity and dynamism of two zealous entrepreneurs gave birth to an organization that grew to serve customers worldwide through mobilizing over 1,40,000 employees. HP, under the leadership of Lewis Platt, successfully passed through critical stages of growth during which issues of control, autonomy and leadership are acid tests for all organizations. The employees internalized doctrines about the company's values as depicted in the charter of corporate objectives drafted and institutionalized by the founders. The culture influenced the employees so much that they were willing to suffer pay cuts and other monetary disadvantages. Thus, the culture enabled organizational objectives assume priority over individual goals and aspirations when need arose.
HP's culture has been characterized by an implicit message of lifetime employment, team orientation, open door policy and encouraging innovation. Most importantly, it is about sharing the benefits of profit and growth with organizational members and all other necessary conditions for producing happy and zealous employees. The rich fruit of this culture is evident from the fact that HP could achieve revenue and earnings growth steadily for many decades.
The company's business domain being information technology (IT), its production processes are essentially knowledge driven. The renewing of minds by the concerned employees is an integral input for creating knowledge, and HP's culture was a fertile ground for facilitating the same.
Culture and performance: The strong culture of an organization is a driving force for heightened employee performance. On the other hand, a strong structure may place people in a narrow functional mindset. Culture empowers people but structure might disarm them of necessary will and determination to think and act out of the box. This behavioral mode is critically important for a knowledge driven organization like HP. However, the top management was afraid whether the team orientation at HP had slipped into a mere consensus based mode of behavior.
Future Initiatives to Help HP turnaround
Fiorina must act prudently so as not to undermine the benefits of HP's strong culture. She must consider other options to stay ahead instead of merely steering around success formulas such as shedding the workforce. The action to stir up the salespeople by linking their pay to targets is well thought out. However, different incentives must be thought of for those who innovate at the workplace as well. A proper succession planning process must be put in place to groom dynamic people from within to steer the company in hard times.
In conclusion, Fiorina must link the strategy with the culture instead of weakening it. One must always bear in mind that it is easy to demolish but difficult to build.
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