The paper 'Organizational Behavior at Hewlett-Packard Company" is a perfect example of business coursework. Organizational behavior is a hot area of concern; it is a very important topic for the analysis of the behavior of individuals within an organizational context. This discipline is very wide. It also includes sociology, psychology, communication as well as management. Human decision making is crucial in the running of an organization. In the context of leadership, the organization’ s leadership is a very vital role played by the Chief executive officers in any given organization.
The leadership role is the determinant of the success or failure of an organization. For example, the Hewlett-Packard’ s (H. P) depended on the Carleton S. (‘ Carly’ ) Fiorina as the Chief executive officer. The role she plays is vital in running the organization; her failure in this specific position is a matter of concern. Fiorina was a good leader who earned herself recognition all over the world; she was very energetic, enthusiastic, charismatic and very aggressive. Though she possessed all these qualities, they at time hindered her effective performance; this is evident as the HP Company struggled instead of rising up as it is a highly reputed organization.
There are various reasons which led to these good qualities to become liabilities. One of the major challenges was the leadership style that she portrayed. Fiorina was not keen on advice given to her; she was advised to change her leadership style but adamantly refused (Markoff 2005). Fiorina is said to have spent a lot of her time talking to people and spending very little time within the company. There should be a balance between work and other activities.
Her quality of being aggressive and visionary became a burden; as a leader of the company, Fiorina was supposed to handle the company’ s issues the best way possible without over-exercising her qualities. A culture of the company is important in the entire process of a company. Fiorina was eager to make changes in the culture of Hewlett-Packard Company. These reduced the motivation of other employees. Motivation is a key to leadership, therefore killing the motivation of the employees led to her failure as the employees felt discouraged. There is a likely hood that Fiorina was exercising a bureaucratic form of leadership.
This theory of leadership discourages effective performance of junior employees especially in top-bottom approach; this is a leadership style that is practised in many organizations; killing motivation of workers. Leadership requires clear direction as well as focusing on the goals of a company (Suthinan 2007, p. 143). Organizational behavior mainly focuses on the impact of personality on performance, the motivation of the employees, leadership, organization culture as well as individual perception within an organization. Personality is a component including the emotional, attitudinal and the behavioral pattern of the response of individuals mainly at worksites.
It is important for a leader to stick to his personal traits and to be flexible in the process of making personal, group or even organizational decisions. The Fiorina’ s case does not contradict the importance of having good personalities, though it is not good to have too big personality especially when one is a leader, like in the case of the Fiorina, she is accused of depending too much on her own personality, rather than being considerate on the advice given to her by other employees and the board of the HP Company.
Personality is crucial in personal motivation and is based on different traits among them: openness; this shows that a leader is appreciative to new ideas. The other important trait is the great quality of being careful to, showing self-discipline and having an aim of achieving planned behavior rather than just self-generated behavior (Suthinan 2007, p. 146). Personality also involves extroversion; this is ensuring that there is a tendency to cooperate with other employees within the company.
A leader has to agree on the decisions of others; this is the reason why a personal trait is very important. There is no one case where a leader can make decisions on her own and assume everything within the company is alright. Sticking to personality is a benefit to a leader such as the Friorina; it is not that she failed due to lack of personality traits but through a mix of many other factors, both external and internal. The success of a company has to rely on all the stakeholders not only on the overall leader.
Antagonism is the wrong way of exercising powers from any leader. Following the Friorina’ s case whereby she is accused of not following the advice of her other employees, it is quite clear that personality is not a hindrance to appropriate decision making especially when firm decisions have to be made and effected for the betterment of the company.
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