企業(yè)文化學(xué)習(xí)與預(yù)期管理英文

culturalduediligencestudywelcomeagenda:presentationoffindingsq&asessionculturalduediligencestudypresentationoffindingsculturalduediligencestudydatacollectedfromaroundtheworldinbothcompanies:127individualexecutiveinterviews138focusgroupsspanning1,500managersandindividualcontributorsin22countries來(lái)自

中國(guó)最大的資料庫(kù)下載

congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization來(lái)自

中國(guó)最大的資料庫(kù)下載

paringandcontrastingpre-mergehpandcompaq2.definitionssimilarities-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatmatchedtheothercompanydifferences-thingsthatthepeopleineachcompanyperceivedaboutthemselvesthatwereatoddswiththeothercompanyuniquecommentary-thingsthatpeopleineachcompanyexpressedveryoftenwhichthoseintheothercompanytalkedmuchlessabout3.thefindingsreflectperceptions來(lái)自

中國(guó)最大的資料庫(kù)下載

congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization來(lái)自

中國(guó)最大的資料庫(kù)下載

inputhponhpsimilaritiesproudaboutHPlegacyindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryprideinsuccesslinkedtoinnovationtechnical/engineeringheritagegoodreputationwithcustomerspowerhistoricallywiththebusinessandthebackendcompaqoncompaqsimilaritiesstrongbrand,productsandservicesindustryconsolidatingdisadvantagedinsupplychainandoverheadcostsgoodproductsuniquecommentaryhistoricallyfast,nimble,andabletoexecutetraditionallyshort-termfocusedfastgrowththroughnewbusinessmodelredefinedcomputinglandscape來(lái)自

中國(guó)最大的資料庫(kù)下載

congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization來(lái)自

中國(guó)最大的資料庫(kù)下載

strategyhponhpsimilaritiestop-downstrategy;mid-managementnotinvolvedneedforplanningandexecutionprocessdifferences

strategyislong-termorienteduniquecommentarystrategyincreasinglyunclearasyougodowntheorganizationstrategyhastobetranslatedintosomethingconcretecompaqoncompaqsimilaritiesstrategycomesthroughatop-downprocesslittle/nostrategicprocessdifferencessusceptibletofrequentchangesindirectioncustomerfocusedwithashort-termorientationtowardthemarket;interfereswithinvesting/buildingforthefutureuniquecommentarytendencytobeinfluencedmorebymajorcustomeraccountsthantechnologicaladvancementscongruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization來(lái)自中國(guó)最大的資資料庫(kù)下載workhponhpdifferencesrespectforprocessstrongplanningandfinancialprocessesworkprocessisorganizationallybased,verticallystrong,workswelluniquecommentaryautonomyinmanagingone’sownworkisthenorm;accountabilityatindividualleveluppermanagementdoesnotseemtobeheldaccountableinthesamewayasotherspoorcross-functionalaccountabilitiesandownershipofworkcompaqoncompaqdifferencesprocessseenasbureaucracy,aversiontoprocesseslackofclear,disciplinedprocessesworkprocess:swatteamsuniquecommentarytechnologyisgreatinformationsystemsarenotintegratedmultitaskingisanormwork-lifebalanceisnotachieved來(lái)自中國(guó)最大的資資料庫(kù)下載congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization來(lái)自中國(guó)最大的資資料庫(kù)下載peoplehponhpsimilaritieslowcredibilityinleadershipdifferencesleadershipfocusedonrelationships(howthingsgetdone)uniquecommentarymulticultural,diverse,dedicatedworkforceteam-orientedlosingthe““familyfeeling”lowerlevelsofmanagementareinformal;topmanagementismoreformalandremovedrecentchangesledtolowmoralecompaqoncompaqsimilaritieslowcredibilityinleadershipdifferencesleadershipachievement-oriented,ruggedindividualists(whatgetsdone)uniquecommentarypeoplearebright,committed,andworkhard,longhoursgoodinterpersonalrelationshipslearninghappensonthejobinsufficientinvestmentintraininganddevelopmentpeopledonotfeelempowered,exceptinfield來(lái)自中國(guó)最大的資資料庫(kù)下載congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization來(lái)自中國(guó)最大的資資料庫(kù)下載formalorganizationhponhpsimilaritiesgoalschangetoooften;theyareunclear,executionnotenforcednoconsequencesfornotmeetingobjectives;performancemetricsunclearorabsent,differacross“silos”front-end/back-endstructureexacerbatedproblemswithaccountabilityhpishorizontallychallengedmorepowermovingtothefront-endorganizationhpisbecomingmorecentralizeddifferencesnocommonprocessfordecisionmaking;verytop-down,slow,longdecisioncycletimes;butthoughtfulandhighinvolvementgeneralperceptionthatdecisionsarerarelymade,buttendtostickoncemadecompaqoncompaqsimilaritiesgoalschangefrequentlyandnotsynchronizedbetweenfront-endandback-endorganizationspeoplearenotheldaccountable;structureandmeasurementsystemscloudaccountabilitystrongmatrixmanagementleadingtofuzzylinesofaccountabilitiesperformancemanagementinconsistent,generallypoorplanningandcontrolcross-organizationalcollaborationdifficultcountrymanagersarekingsmanythingsareverycentralizeddifferencesdecisionsmadequicklyalotof““checkingin”tomakeadecision,iterativedecisions,top-down來(lái)自中國(guó)最大的的資料庫(kù)下下載congruencemodeloutputinputenvironmentresourceshistorystrategysystemunitindividualworkpeopleformalorganizationinformalorganization來(lái)自中國(guó)最大的的資料庫(kù)下下載informalorganizationhponhpasstrengthsimilaritiesstrongsenseofethicsstrongcustomer-focus(makegreatproducts)teamculture,havetobepartofthegroupgettingresultsisrewarded,sometimeseffortwithoutaresultgetsrewardedhavingbignewideasisvaluedtreatpeoplewithdignitymultiplesubculturesdifferencesconflictavoidanceandover-compromisearenormaltitlesnotreferenced,egalitarianuniquecommentary“silomentality”failuredeservesasecondchancediversityandpeoplearevaluedcompaqoncompaqsimilaritiesethicalbehaviorisenforcedstrongcustomerorientation(makewhattheywant)teamworkisvaluedhighlyresults/bottom-linefocused,sometimeseffortwithoutaresultsgetsrewardedopennesstogood/newideasdon’tpubliclyembarrasspeoplemultiplesubculturesdifferencesconflictaddresseddirectly/openly,aggressive,brashtitlesarereferenced,abundant,hierarchicaluniquecommentaryinitiative,flexibility,““goforit”attitudearevaluedrelaxed/flexworkenvironment;longworkinghourshereandnoworientation來(lái)自中國(guó)最大的的資料庫(kù)下下載concernsabouttheothercompanyculturalduediligencestudyadvicetocarly&michaelfrominterviewsandfocusgroups:beinclusivedefineyourworkandrolesdefine/communicatewhatyouwantthenewcompanytobebeboldclarifyrolesandorganizationstructuretakeactionquicklycontinuetocommunicatealot;behonest,butbesensitiveinwhatyousayculturalduediligencestudyregion-specificfindingsComparisonofhpwithCompaq--NorthAmericaCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverageComparisonofhpwithCompaq--LatinAmericaCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverageComparisonofhpwithCompaq--EMEACulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverageComparisonofhpwithCompaq--AsiaPacificCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverageComparisonofhpwithCompaq--EnterprisewideCulturalgapdifferencesarestatisticallysignificant.Compaq’sAverageHP’sAverageculturalduediligencestudyinsummary...wealsoheardpeoplesaythat:bothcompanycultureswereintransitionbeforethemergerthedirectionthateachcultureneededtotakewas,actually,toadoptthestrengthsoftheotherso,ifyouintegratewell,buildingoneachother’sstrengths,thepotentialforsuccessisgreatculturalduediligencestudyculturalcornerstonesnewhpculturalcornerstones(release1.0)valuespassionforcustomerstrust&respectachievement&contributionuncompromisingintegrityteamworkmeaningfulinnovationspeed&agilityprofitglobalcitizenshipleadershipcapabilityemployeecommitmentcorporateobjectivescustomerloyaltygrowthmarketleadershipmetrics&rewardsstructure&processesstrategiesbehaviorspolicies&practices來(lái)自中國(guó)最大的資資料庫(kù)下載lessonslearnedfirst,thoughtherewereimportantdifferencesbetweenthepre-mergehpandcompaqorganizations,therewereagreatmanysimilarities;and,therewereagreatmanypositivecharacteristicsthatbothcompaniesshared(forexample,theemphasisonteamwork)tominimizeunproductiveconflictmovingforward,thereareseverallessonsorimplicationsfromthisstudyforhowweworktogether:focusandbuilduponourcommonstrengthscometoagreementabouttheappropriatetimehorizon(long-termvs.short-term)foranybusinessstrategyorsetofstrategiesclarifythemeaningoftermsorlanguagethatpeopleareusingbeforemakingjudgmentsaboutothers--twopeoplemaybethinkingaboutdifferentthingswhiletalkingaboutthesamesubjectagreeupfrontonanapproachtodecisionmakingtoensurethateveryoneisonthesamepagebeforeentertainingdiscussionaboutthesubjectmattertakepeople’sneedsandexperience(e.g.,comfortdealingwithconflict,orientationtohierarchy)intoaccountinhowyouapproachproblemsandinhowyouinteracttosolveproblemswheregapsorsimilaritiesareconsistentacrosstheenterprise,usethesameapproachtoclosingthegapsandbuildinguponpositivesimilaritiesculturalduediligencestudyTheresultsoftheCDDwillbepostedonthenewhpwaywebpage.SeethefollowingurlformoreinformationonCDDandtheculturalcornerstonesofthenewhp:.hpnow.hp./vision-strategy/newhpway9、靜夜四四無(wú)鄰，，荒居舊舊業(yè)貧。。。1月-231月-23Saturday,January7,202310、雨中黃葉樹(shù)樹(shù)，燈下白頭頭人。。08:55:0408:55:0408:551/7/20238:55:04AM11、以我獨(dú)沈久久，愧君相見(jiàn)見(jiàn)頻。。1月-2308:55:0408:55Jan-2307-Jan-2312、故人江海海別，幾度度隔山川。。。08:55:0408:55:0408:55Saturday,January7,202313、乍見(jiàn)翻翻疑夢(mèng)，，相悲各各問(wèn)年。。。1月-231月-2308:55:0508:55:05January7,202314、他鄉(xiāng)鄉(xiāng)生白白發(fā)，，舊國(guó)國(guó)見(jiàn)青青山。。。07一一月月20238:55:05上上午08:55:051月-2315、比不了得得就不比，，得不到的的就不要。。。。一月238:55上上午1月-2308:55January7,202316、行動(dòng)出成果果，工作出財(cái)財(cái)富。。2023/1/78:55:0508:55:0507January202317、做前前，能能夠環(huán)環(huán)視四四周；；做時(shí)時(shí)，你你只能能或者者最好好沿著著以腳腳為起起點(diǎn)的的射線線向前前。。。8:55:05上上午8:55上上午08:55:051月-239、沒(méi)有失敗敗，只有暫暫時(shí)停止成成功！。1月-231月-23Saturday,January7,202310、很多事情情努力了未未必有結(jié)果果，但是不不努力卻什什么改變也也沒(méi)有。。。08:55:0508:55:0508:551/7/20238:55:05AM11、成功就就是日復(fù)復(fù)一日那那一點(diǎn)點(diǎn)點(diǎn)小小努努力的積積累。。。1月-2308:55:0508:55Jan-2307-Jan-2312、世間成事，，不求其絕對(duì)對(duì)圓滿，留一一份不足，可可得無(wú)限完美美。。08:55:0508:55:0508:55Saturday,January7,202313、不知知香積積寺，，數(shù)