I will pay for the following article The Rise and Fall of the HP Way. The work is to be 8 pages with three to five sources, with in-text citations and a reference page.

I will pay for the following article The Rise and Fall of the HP Way. The work is to be 8 pages with three to five sources, with in-text citations and a reference page. What was the HP Way? In the HP Alumni Association, Inc. (2012), it was revealed that the HP Way had five clearly stipulated corporate values to wit: “We have trust and respect for individuals. We focus on a high level of achievement and contribution. We conduct our business with uncompromising integrity. We achieve our common objectives through teamwork. We encourage flexibility and innovation” (HP Alumni Association, Inc. 2012). The date stipulates for these corporate values to be designed, instituted and implemented within the organization is in 1992. Accordingly, the HP corporate objectives designed as early as 1966 focused on seven explicit goals: (1) profit, (2) customers, (3) field of interest, (4) growth, (5) employees, (6) organization, and (7) citizenship (HP Alumni Association, Inc. 2012). In an article written by Peter Burrows entitled “Hewlett & Packard: Architects Of The Info Age” on March 2004 and published online in Bloomberg Businessweek, the author described the HP Way as focusing so much on the employees and maintaining trust and complete confidence in an “egalitarian, decentralized system that came to be known as "the HP Way." The essence of the idea, radical at the time, was that employees' brainpower was the company's most important resource” (Burrows, 2004). Likewise, from among the most prominent practices mentioned were: profit-sharing plans. offering tuition assistance, flextime, job sharing. encouraging the free flow of ideas and open communication. supply closets kept open. trust and confidence in people were predominant (Burrows 2004).

Governance under Carly Fiorina

Case facts revealed that Carly Fiorina was a former sales executive that was hired to shake up HP. She was reported to become HP’s Chairman and CEO in 1999, three years after the death of one of its founders, Dave Packard. It was specifically noted that she was hired from external sources and was instrumental in changing various corporate values that were identified to be an integral part of the HP Way. From among the transformations attributed to Fiorina were: (1) mishandling of lay-offs. (2) valuing profits more than people. (3) creating a ‘cult of personality’. and (4) creating a culture of fear (Dong, 2002, p. 1). To expound on the aspect of laying-off employees, according to Jaime Ash, a retired engineer who stayed with HP for more than 28 years, the HP way that employees and management had been talking about focused on “co-workers (who) were reassigned to new jobs rather than fired. how the company for a time implemented a shortened workweek for all employees so certain individuals would not lose their jobs”.