1.

Explain how organisational theory underpins the practice of management used by

Hewlett-Packard.
Fiorina was hired as CEO of HP . While no one was arguing the need for a more
unified front, H-P insiders began to sense that Fiorina's change strategy was less about H-P
and more about promoting its new boss. To achieve the objective of developing HP, Fiorina
laid off a sizable staff, reducing the financial resources of HP in the computer field, in stark
contrast to the strategy of HP.
In 2002, after merger with Compaq, HP was quick lead in the personal computer
market. Despite her promise of achieving a rate of return of 3%, but in fact that figure is only
0.1% less loud and has fallen into passive and defensive than to carry out the strategy of the
company. Fiorina was too domineering, all decisions must work through her hands without
assigned to each division. She was fired in 2005 and instantly HP's stock price has increased.
In more than 3 years, HP's CEO did not have an appropriate strategy to help HP grow.
although Fiorina is a talented but overly rigid personality has caused a lot of internal conflict,
human sacked too much and upset the entire HP.
2. Evaluate the different approach used by HP as with other computer industries in
Vietnam.
In Vietnam, there are many companies that are trading and manufacturing computer
products, but they have very different approaches. But all have common goal to bring in
profit for the company as well as build their own brand.
For example, to automate the deployment of applications, HP has made approaches:
- Writing your own scripts.
- Process based
- Declarative based
- Platform as a Service (PaaS)
On the other hand, Dell has the different way to approach the IT automation.
- Template-based provisioning
- Speed deployments using pre-built templates
- Wizard-driven automation
- Profound simplicity