EU Business School Scientific Paper Based on HP Case Study

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Question Description

Driving organisational transformation requires a well-orchestrated change management program capsuled by strong leadership and business acumen. However this seems not to be the case with Hewlett Packard ́s dysfunctional organisation hampered by a disastrous leadership and struggling to find direction. Do you share this view? If so critically evaluate the leadership, challenges and organisational complexities that paralysed this high tech giant. As a change management expert, map out a “blue print” recommendation on how you would successfully implement a turnaround. Discuss.
Assignment Expectations – 3,000 words (+-10% window)
The assignment is based on a case study Hewlett Packard (HP) and you are expected to demonstrate strong analytical skills, conceptual input, relevant models and theoretical application and well-structured paper with strong practical and academic rigour. A good level of independent acting is expected and scientific citation formalities apply. (APA Referencing style)
Here is the link to case study: https://fortune.com/2012/05/08/how-hewlett-packard-lost-its-way/
Attached is a questionnaire/guide.
 
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BSS057-6 Corporate Innovation and Entrepreneurship

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BSS057-6 Corporate Innovation and Entrepreneurship
Supplementary Assignment Guidelines
MBA (Matchbox Architects) Live Consultancy Project:
 
The Live Project folder in the Guided Learning area of the Breo site includes multiple sources that provide further details on MBA:

  • Power Point slides for the Live Consultancy Project
  • Video recording of the brief by Gary Higson, Business Development Manager, MBA
  • Company documentation

 
Key issues relevant to Corporate Innovation and Entrepreneurship:

  • Challenges of rapid growth – from new start-up to Strategic and Operational leadership and management – supported by quality academic approaches.
  • Architects as qualified professionals versus effective and contemporary leadership and management
  • Founder to Board level leadership – Top down versus bottom-up?
  • Aspire to multi-functional collaboration of in-house specialists – added value
  • Are creative thinking / creative problem-solving processes – Individual creative thinking skills – limited to the design team?
  • How might MBA exploit the potential of its human resource/capital?
  • How might MBA promote creative thinking across all functions and levels?
  • How might MBA encourage and support creativity and innovation across all functions and levels?
  • Agile and Scrum are PM methodologies with an emphasis on software development (Trello?) – To what extent might such methodologies constrain rather than promote creativity across         multiple organisational levels

– Individual blocks / Organisational barriers to creativity and innovation – multiple levels?
– Prescriptive

  • How might MBA address current problems
    • Over on budget
    • Under on quality
    • Unproductive meetings
    • Firefighting
  • Goldman Sachs model – prescriptive?

– Training / coaching in management – what does this comprise?
– Leadership?
– Context specific/tailored?

  • Learning organisation – aspirations and progress
  • Climate for creativity and innovation – KEYS survey
  • Conscious versus unconscious abilities/skills

 
 
Critical analysis and evaluation across Multiple levels of analysis:
Individual, Group and Organisational
 

  1. Assignment 1 focuses on the individual level of analysis. How might creative thinking be promoted in MBA?

– Individual blocks to creative thinking
– Creative problem-solving models using structured techniques
– Design thinking
– Critical analysis and evaluation in the context of MBA
– Contextualised recommendations on how to promote creative thinking across all levels, functions and roles?
There should be no overlap with the organisational level of analysis for Assignment 2
 

  1. Assignment 2 focuses on the group and organisational levels of analysis. How might creativity and innovation be promoted and supported in MBA?

– Climate for creativity and innovation
– Creative Leadership
– Open Innovation
There should be no overlap with the individual level of analysis for Assignment 1.
 

 
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Petroleum Development In Oman Leading And Managing People

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Question Description

Aim:To develop a critical awareness of current factors required for leading and managing people effectively for sustained organisational economic performance, competitiveness and prosperity.
Context:
Your Chief Executive Officer (CEO) has just returned from a conference where h/she attended a presentation on flexible working and the psychological contract. The speakers, from a variety of organisations in the public and private sector, presented case studies detailing the organisational benefits that they had received from the flexible working strategies, based on modern notions of the psychological contract, that they had introduced. Although each speaker seemed credible, it appeared that what was meant by these terms differed from speaker to speaker.Furthermore, each organisation seemed to measure ‘flexibility’ in a different way and report different outcomes.
Although still very interested in how ‘flexible working’ and the ‘psychological contract’ can benefit your organisation, your CEO has asked you to undertake some research in order to understand what these concepts are, and whether it really does have the reported benefits of improving employee performance. H/she would like to know more about what the organisation can do to develop a more positive ‘psychological contract’ in the workplace.
The Tasks:
Within Petroleum Development Oman (PDO). draw on relevant research evidence and organisational practice to produce a short report of approximately 1400 words addressed to Petroleum Development Oman (PDO) Managing Director/Chief Executive Officer:

  • Task 1:Critically explore and explain perceptions of ‘flexible working’ and the ‘psychological contract’.
  • Task 2:Critically analyse how each of these concepts are shown to operate in Petroleum Development Oman (PDO) and the obstacles to be overcome by management to ensure a contribution to organisational performance.
  • Task3:Using a change management model provided within Unit materials, draw conclusions and make recommendations based on an argued business case for changes in your organisation to improve high levels of employee engagement in Petroleum Development Oman (PDO). Please note, if a diagrammatic action plan is included, it should support appropriate accompanying text in the main body of your answer.

Structure Form:

  • Introduction: (100 words)
  • Literature Review: around (500 words)
  • Discussion: around (500 words)
  • Conclusions and recommendations: (300 words)

*** Word count: 1400 words.
*** In-Text citation and references using Harvard style.
*** It’s mandatory to cite those Attachments and it’s has been uploaded named: “Human Resource” and “Organizational Behavior”
*** I’ve also upload zip file named “Materials” related to this work.

 
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5HRF Managing in Changing and Difficult Times: the changing nature of the office and effects on HR practice and priorities

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Question Description

hi there .. help to solve this case study with respective of HR employee which will help me to pass my CIPD LVL5
and write please the solutions on forms itself as attached . / required to answer the following four questions:
1. What is the strategic HR role in ‘the organisation of the future’ as described in this case?
2. No mention is made in the case of risks, and the things that can (and do and will) go wrong. In HR terms, what are the risks involved, and how do these need to be addressed and managed?
3. To what extent is HRM in these and similar circumstances, a part of overall managerial and supervisory professionalism; and to what extent does HR have a distinctive contribution to make?
4. Form titled :5HRF Group 1 LO 1-4 need to be fill up
Note : i attached Referencing Guide- Anglia Ruskin University to be consider in writing
 
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