This paper presents an examination of innovative leadership and culture importance for the success of organizations Dell, Hewlett Packard. This paper examines where a lack of innovative leadership and culture has resulted in the organization’s inability to satisfy its stakeholders…
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The matrix diagram provides a relationship diagram of Dell and HP organizational leadership and culture with regard to the four frames model. Lastly, an explanation is provided for the significance of comparing Dell and HP using the selected dimensions with regard to innovative leadership and culture for those organizations. Dell’s Innovative Leadership According to Jones (2007), Michael Dell of Dell Computer, “adopted a very different approach to managing his company. Dell developed a participative management approach, involved employees in decision-making, and fostered a spirit of comradeship and cooperation among team members to encourage top performance. His management style engendered intense loyalty from his employees, who liked his hands-on approach, and his close attention to managing his company” (p.10). The author noted that “Michael Dell was careful to watch the teams’ progress closely. When a project seemed not to be working out or was costing too much, he would quickly end it and transfer engineers to other projects” (p.10). ... all development promotes individuals from within, creates organizational alignment, develops core capabilities and managerial effectiveness (Jones, 2007). Dell ‘s Culture Change Dell Corporation had experienced a decline in growth in late 2000. The company began to focus on redesigning its culture in a way that would emphasize new values, new rituals and traditions, a new entrepreneurial spirit, and a willingness to invest substantially in improving the knowledge and skills exhibited by workers (How Dell got a soul, 2004). As a result, of this organizational cultural change process, Dell began to experience dramatic improvements in employee satisfaction and worker retention, leading to greater productivity and performance improvements (How Dell got a soul, 2004). Jones (2007), stated, “Dell’s new innovative organizing approach fosters a different kind of company culture” (p.10). This kind of organizational culture provides a work climate where people cooperate to improve their performance. Career management programs also enhance the company’s ability to retain and develop Dell Team members (Jones, 2007). Dell (2012), noted “people are its most important asset. From a focus on growth and domestic market dominance to one of leadership, talent management, and a global outlook, Michael Dell has created a “Winning Culture” that includes promoting best practices among its global workforce. HP’s Innovative Leadership According to Quinn and Poletti (2006), HP began to experience a leadership crisis after having grown at a rate of 18 percent a year for 60 years under the leadership of Bill Hewlett and Dave Packard and their record of innovative product development.
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