Hewlett-Packard, or HP, is a technology company that produces computing and imaging products. The company is organized into seven main divisions: personal systems, printing, enterprise group, enterprise services, software, global business services, and corporate investments. Each division is responsible for a different product or service and has its own management team.
HP's primary departmentalization base is functional. The company is organized into divisions based on the type of product or service they offer. This allows each division to focus on their area of expertise and improves efficiency. Additionally, HP uses geographic departmentalization. The company has offices and production facilities around the world. Each region is responsible for their own sales and marketing, as well as customer service and support. This allows the company to tailor its products and services to the needs of each market.
HP also uses a product departmentalization structure for some of its businesses. For example, the personal systems division is further divided into sub-divisions based on the type of product, such as laptops, desktops, and workstations. This allows the company to more effectively manage its product line and meet the needs of its customers.
What are the implications of departmentalization for hp?
There are a few implications of departmentalization for HP. Firstly, it can lead to increased efficiency as employees are able to specialize in their particular area. This can also lead to better quality products or services as employees are able to focus on perfecting their craft. Additionally, departmentalization can lead to better communication and coordination between employees as they are all working towards the same goal. Finally, it can create a sense of team spirit andMorale as employees feel like they are part of something larger.
Frequently Asked Questions
What is the organizational structure of HP?
HP has a matrix structure. The primary means of divisional breakdown is by region. HP has a corporate headquarters, one for Canada, a Latin America headquarters in Miami, plus others in Singapore, Japan and Switzerland (HP.com, 2011).
What does the HP company do now?
HP now focuses on developing personal computers and related supplies, as well as 3D printing solutions.
What is the history of HP?
The history of HP is a long and complicated one. It all starts in the HP Garage in Palo Alto, California, where engineers William Hewlett and David Packard started building calculators back in 1939. HP went public in April 1986 and quickly became a leading technology company. It made a big splash in the 1990s with its landmark TouchPad tablet and its wildly popular line of personal computers, including the iconic laptop computer. HP also became known for its printing products, network infrastructure, business software and consumer electronics. In 2010, HP teamed up with Autonomy to create the world's largest software company. However, that deal fell apart less than two years later amid allegations of fraud. Then came deep financial troubles that culminated in the company filing for Chapter 11 bankruptcy protection in 2011. In November 2015, HP reverted back to its original name, Hewlett-Packard. The enterprise business were spun off and renamed to Hewlett Packard Enterprise (HPE).
What are the 7 main businesses of HP?
Services, Enterprise Storage and Servers, Personal Systems Group, Imaging and Printing Group, Financial Services, Corporate Investments and Services, Software.
How has HP’s organizational structure changed with the help of Mott?
Previously, HP’s CEO Mark Hurd implemented changes in the organizational structure which divided IT and global operations. This division allowed for more specialization of tasks and responsibility within the company. Furthermore, HP has opened up to segmentation of tasks and responsibilities as it divided the roles of IT operations and global operations. Consequently, Mott’s involvement has provided a complementary influence by facilitating certain changes within the organization. For example, the division of responsibilities allows for more specialized knowledge to be disseminated efficiently throughout the company, while at the same time allowing for further improvement in overall ITSM performance.
