HP also owns an additional market myth that has helped it recruit and retain some of the very best and brightest during the hi-tech field. Featured prominently on the wall of the 60-year-old Palo-Alto garage where the business was founded is often a plaque that reads: "Birthplace of Silicon Valley" (Musler, 2002, A43). From here the business rose into a symbolic role type for the industry, a single that would produce "The HP Way", a doctrine that defined how "innovative" American corporations concept and acted inside 20th century (Musler, 2002, A43). The myths surrounding HP attracted quite a few would-be technology innovators, like Stephen Wozniak, an HP employee who manufactured a computer from spare HP parts. He would leave to observed Apple Pc with Steve Jobs.
Such myths may be responsible for instilling values from the firm that aid management and employees make decisions and take actions. However, these myths also serve one more exciting role with respect to attracting talent, resolving conflicts, and helping foster organizational change. HP's mythological origins and the values they promote helped the company secure a few of the very best talent available, talent that stayed once in place. As Bonabeau (2002) notes, "For decades, HP had a strong tradition of hiring folks for their loyalty and not necessarily their experience.
The savings on low employee turnover and an enormous talent/information pool has allowed HP to remain competitive. With respect to resolving conflicts, as companies evolve myths and symbols also improve to promote the values necessary to help meet challenges inside a quickly changing environment. Today's organizations need to cut prices and increase productivity to hold competitive advantage, all of the even though recruiting, attracting and retaining the talent necessary to meet product or service and program demands. HP's mythology includes innovative human-resource policies and concepts that have enabled them to obtain this. Profit-sharing, employee participation and diversity are now symbols of values shared by numerous organizations. Yet HP recently added far more symbols of its employee commitment by offering much more flexible work arrangements like working from home. As Lin (1996) discloses: "Hewlett Packard...is sold on a idea of telecommuting. Working from property can permit employees to avoid commuting congestion and offer them with flexibility in handling individual commitments and priorities" (30). These kinds of values are based on mythology surrounding the company mainly because its inception, its innovation and its employee-friendly policies.
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