Hp Organizational Structure Case Study

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1. Introduction 1.1 Abstract of our topic Our topic is about Organizational Structure. The typical dictionary definition of organizational structure is that hierarchical arrangement of lines of authority, communications, rights and duties of an organization. Organizational structure determines how the roles, power and responsibilities are assigned, controlled, and coordinated, and how information flows between the different levels of management. A structure depends on the organization's objectives and strategy. An organization can be structured in many different ways, depending on their objectives. The structure of an organization will determine the modes in which it operates and performs. Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, workgroup and individual. Organizational structure affects organizational action in two big ways. First, it provides the foundation on which standard operating procedures and routines rest. Second, it determines which individuals get to participate in which decision-making processes, and thus to what extent their views shape the organization’s actions. Now, we are going to talk about Hewlett-Packard (hereby HP) as an our case study because HP have changed its organization many times since 2002 due to HP merged Compaq and replaced management. And, our research mainly focuses on HP’s organization change at around year 2006 among several times’ significant changes since we think this is one of the successful cases of HP’s reorganization, and has good referential meanings. 1.2 Company Profile Hewlett-Packard Company (HP), incorporated on February 11, 1947, is a provider of products, technologies, software, solutions and services to individual consumers, small- and medium-sized businesses (SMBs) and large

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