DOCSLIB.ORG

A Holistic Framework for Transitional Management

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
A Holistic Framework for Transitional Management University of Central Florida STARS Electronic Theses and Dissertations, 2004-2019 2014 A Holistic Framework for Transitional Management Ahmed Elattar University of Central Florida Part of the Industrial Engineering Commons Find similar works at: https://stars.library.ucf.edu/etd University of Central Florida Libraries http://library.ucf.edu This Doctoral Dissertation (Open Access) is brought to you for free and open access by STARS. It has been accepted for inclusion in Electronic Theses and Dissertations, 2004-2019 by an authorized administrator of STARS. For more information, please contact [email protected]. STARS Citation Elattar, Ahmed, "A Holistic Framework for Transitional Management" (2014). Electronic Theses and Dissertations, 2004-2019. 4618. https://stars.library.ucf.edu/etd/4618 A HOLISTIC FRAMEWORK FOR TRANSITIONAL MANAGEMENT by AHMED ASHRAF ELATTAR B.S. The George Washington University, 2005 M.S. The George Washington University, 2010 A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Philosophy in the Department of Industrial Engineering and Management Systems in the College of Engineering and Computer Science at the University of Central Florida Orlando, Florida Spring Term 2014 Major Professor: Luis Rabelo ABSTRACT For all business organizations, there comes a time when a change must take place within their eco-system. It consumes a great deal of thought and planning to ensure that the right decision is made as it could alter the entire course of their business for a number of years to come. This change may appear in the form of a brilliant CEO reaching the age of retirement, or an unsuccessful Managing Director being asked to leave before fulfilling the term of her contract. Regardless of the cause, a transition must occur in which a suitable successor is chosen and put into place while minimizing costs, satisfying stakeholders, ensuring that the successor has been adequately prepared for their new position, and minimizing work place gossip, among other things. It is also important to understand how the nature of the business, as well as its financial standing, effects such a transition. Engineering and management principles come together in this study to ensure that organizations going through such a change are on the right course. As the problem of transitional management is not one of concrete values and contains many ambiguous concepts, one way to tackle the problem is by utilizing various industrial engineering methodologies that allow these companies to systematically begin preparing for such a change. By default, organizational strategy has to change, technology is continually being renewed and it becomes very hard for the same leader to constantly implement new and innovative developments. Organizations today have a very poor understanding of where they currently stand and as a result the cause for a company’s lack of profitability is often overlooked with time and money being wasted in an attempt to fix something that is not broken. To be able to look at the bigger ii picture of an organization and from there begin to close in on the main problems causing a negative impact, the Matrix of Change is used and takes in many factors to layout an accurate representation of the direction in which an organization should be headed and how it can continue to grow and remain successful. The Theory of Constraints on the other hand is used here as a step-by-step guide allowing companies to be better organized during times of change. And System Dynamics modeling is where these companies can begin to simulate and solve the dilemma of transitional management using causal loop diagrams and stock and flow diagrams. Through such tools a framework can begin to be developed, one that is valued by corporations and continually reviewed. Several case studies, simulation modeling, and a panel of experts were used in order to demonstrate and validate this framework. iii To my wife, Nerine, for all of her support, love, and encouragement. iv ACKNOWLEDGMENTS A special thanks to my advisor Dr. Luis Rabelo for his guidance Thank you to: Dr. Waldemar Karwowski Dr. Ahmad Elshennawy Dr. Jennifer Pazour Dr. Richard Ajayi Dr. Mansooreh Mollaghasemi Mr. Mark Calabrese Mr. Jeff Bryson Mr. Atef Iskander Mr. Darius Ferdows Mr. Sherif Afifi Mr. Javier Guzman Mr. Sunil Padture Ms. Wilawan Onkham Mr. William Mejia Ms. Liliana Cruz And finally, my parents-in-Law Dr. Yasser and Dr. Djehane Hosni And my parents Dr. Ashraf and Mrs. Hala Elattar v TABLE OF CONTENTS LIST OF FIGURES ....................................................................................................................... xi LIST OF TABLES ....................................................................................................................... xiv CHAPTER 1 ....................................................................................................................................1 1.1 Introduction ....................................................................................................................1 1.2 Problem Definition.........................................................................................................6 1.3 Research Objectives .......................................................................................................7 1.4 Contributions..................................................................................................................8 1.5 Dissertation Synopsis .....................................................................................................9 CHAPTER 2 ..................................................................................................................................10 2.1 Literature Review.........................................................................................................10 2.1.1 Impact of the Current Leader ........................................................................11 2.1.2 Impact of the Upcoming Leader ...................................................................21 2.1.3 The state of the Business...............................................................................40 2.1.4 Hewlett-Packard Case Study.........................................................................57 2.2 Literature Gaps.............................................................................................................60 vi CHAPTER 3 ..................................................................................................................................65 3.1 Research Methodology ................................................................................................65 3.2 Research Idea ...............................................................................................................68 3.3 Modified Idea and Research Objectives ......................................................................68 3.4 Overview of Literature Review ...................................................................................69 3.5 Research Gap ...............................................................................................................70 3.6 Development of a Framework .....................................................................................71 3.7 Applying and Improving the Framework ....................................................................73 3.7.1 Applying the Framework to Yahoo ..............................................................74 3.7.2 Applying the Framework to HP ....................................................................75 3.7.3 Applying the Framework to Virtual Leader..................................................76 3.8 Presentation of Material at Academic/Industry Conferences ......................................76 3.9 Validation of the Framework .......................................................................................77 3.10 Application and Analysis ...........................................................................................79 3.11 Research Contributions and Future Research ............................................................82 CHAPTER 4 ..................................................................................................................................83 4.1 The Framework ............................................................................................................84 vii 4.1.1 The Matrix of Change ...................................................................................87 4.1.2 The Theory of Constraints ............................................................................97 4.1.3 System Dynamics Modeling .........................................................................99 4.2 Summary of Framework ............................................................................................108 CHAPTER 5 ................................................................................................................................109 5.1 Framework applied to Yahoo.....................................................................................110 5.1.1 Yahoo Case Study Description ...................................................................110 5.1.2 Preliminary Analysis ...................................................................................112 5.1.3 Yahoo’s Matrix of Change ..........................................................................117 5.1.4 Case Study Findings
Load more

Recommended publications
  • Hewlett-Packard's Secret Surveillance of Directors and Journalists
    For the exclusive use of C. Luong, 2016. NA0050 Unauthorized Disclosure: Hewlett- Packard’s Secret Surveillance of Directors and Journalists Anne T. Lawrence, San Jose State University Randall D. Harris, California State University, Stanislaus Sally Baack, San Francisco State University n September 28, 2006, members of Congress, their staffs, reporters, prospec- tive witnesses, and the curious public packed the wood-paneled hearing room Oof the U.S. House Committee on Energy and Commerce. The subject of the day’s hearing, called by the Subcommittee on Oversight and Investigations, was “Hewlett-Packard’s Pretexting Scandal.” 1 At issue were methods the technology firm had used to investigate the unauthorized disclosure of nonpublic information to the press by members of its board of directors. Hewlett-Packard (HP) apparently had hired investi- gators who had used a technique known as pretexting—calling the phone company and posing as someone else in order to obtain that person’s records. Newsweek had summed up the situation in a cover story published ten days earlier: “Lying, spying, name-call- ing, finger-pointing—all of it is a tragicomedy that Shakespeare might’ve penned if he had gotten an MBA.” 2 Hewlett-Packard and its board chairman, Patricia Dunn, had initially defended the company’s investigation of directors and journalists, saying aggressive efforts to ferret out the source of leaks were fully justified. But in the past few weeks, the situation had begun to spin out of control as the Securities and Exchange Commission and the California Attorney General had opened probes into the company’s actions.3 Now, nearly two dozen of HP’s top executives, directors, lawyers, and investigators—includ- ing the company’s CEO Mark Hurd—had been called before Congress to account for their firm’s alleged out-of-bounds behavior and to explain what they intended to do about it.
    [Show full text]
  • =Ggy??Enduring: Character He11 Avigat Gyrcrscqpes Have Dfkalmost a C&My to Gu* &Bps, Aivpkznes A&Mwag%Lrosaqpe~Th@~Ni~Wsm@Ofan
    Cort Van Renssetaer 501 Partola RL #8128 Portola Vaky, CA 94028 Hewlett-Packard d Our com~an?'s=ggy??enduring: character he11 avigat Gyrcrscqpes have dfkalmost a c&my to gu* &Bps, aivpkznes a&MWAg%lrosaqpe~th@~ni~WsM@ofan Bnraerauks$l with theftwe mouePnenX of apidlagjk%mkk an amlagow mu, Pstmd'bl.17;ng dtQWguicdRs the rnpp~ngas we bM Earxd and &ptto~&utiora,of~admakrkrsts. F'hancmmts JRttertofwuehdders IntmdudiontoEasays Illlmaion wand-- cslstomer~on the status QUO New hhkb3 Corporatea- Yesr in Review F'hancmStatements OPBcers 49 EJhareholder Mdon M) Corporate~on inside back cover HP Computer Museum www.hpmuseum.net For research and education purposes only. BEWLETT-PACKARDCOMPANY AND SUBSIDIARIES Financial Highlights Computer r,Museun. ] Unawlitsd For the years ended October 31 In millions except per share amounts and employees 19% 1994 Increase Total orders $32,510 $25,350 28% Net revenue $31,519 $24,991 26% Earnings from operations $ 3,568 $ 2,549 40% Net earnings $ 2,433 $ 1,599 52% Net earnings per share, restated for 1995 stock split $ 4.63 $ 3.07 51% Return on assets 1O.OO/O 8.2% Return on average equity 22.3% 17.3% At year-end: Shares outstandmg 51 0 510 Employees 102,300 98,400 Return on Average Net Earnings Per Share* Shareholders' Equity In dollars Percent 1EPS W ROE B EPS including effect of .ROE including effect of accounting change accounting change *%stated for 1995stock split To Our Shareholders Nineteen ninety-five was a great year for Hewlett-Packard. We increased net earnings by more than 50 percent over 1994.
    [Show full text]
  • WHY CARLY's BIG BET IS FAILING Carol J Loomis
    WHY CARLY'S BIG BET IS FAILING Carol J Loomis. Fortune. New York: Feb 7, 2005.Vol.151, Iss. 3; pg. 50, 10 pgs » Jump to full text » Translate document into: Select language » More Like This - Find similar documents Subjects: Chief executive officers, Acquisitions & mergers, Corporate profiles, Computer industry, Personal profiles, Stock prices, Market shares Classification Codes 9190 United States, 9110 Company specific, 2330 Acquisitions & mergers, 2120 Chief executive officers, 9160 Biographical, 8651 Computer industry, 3400 Investment analysis & personal finance Locations: United States, US People: Fiorina, Carleton S Companies: Hewlett-Packard Co(Ticker:HWP , Sic:334111 , 334119 , 334611 , 511210 , Duns:00-912-2532 ) Author(s): Carol J Loomis Document types: Cover Story Publication title: Fortune. New York: Feb 7, 2005. Vol. 151, Iss. 3; pg. 50, 10 pgs Source type: Periodical ISSN/ISBN: 00158259 ProQuest document ID: 786223571 Text Word Count 6652 Document URL: http://proquest.umi.com/pqdweb?did=786223571&sid=2&Fmt=3&clientId=4676&RQT=309&VName=PQD Abstract (Document Summary) Buying Compaq hasn't paid off for Hewlett-Packard's investors. HP CEO Carly Fiorina concedes that neither the stock nor profits are where they should be. But that's not because HP's acquisition of Compaq was wrongheaded, she says. It is instead, she claims, the result of a more extended downturn in IT spending than many expected and of weaknesses in "execution" that she is driving to fix. Fiorina sees HP today as a well-provisioned, intensely global, end-to-end corporation. Her pride, which she is not short of, is bound up with somehow making this company work, even if not by the definition detailed in the merger proxy.
    [Show full text]
  • Hewlett-Packard and Its Succession Crises
    FOLLOW THE LEADER: HEWLETT-PACKARD AND ITS SUCCESSION CRISES Sari Baldauf put down the telephone and leaned back in amazement into her hotel suite's plush sofa to try to register what she had just heard. She always looked forward each time she took the long journey from Helsinki to Palo Alto for meetings of the Hewlett-Packard Company (hereafter “HP”) Board of Directors. But this time, at the beginning of August, 2010, what confronted the Board was a particularly ticklish confrontation with CEO Mark Hurd himself, one that she had never before had to encounter during her tenure on the Executive Board at Nokia. Hurd had been accused of sexual harassment by a former HP marketing contractor (and B-film actress), Jodie Fisher. What's more, the ensuing internal investigation had shown that several expense reports from Hurd's office from the period of the alleged relationship were fraudulent, with an amount in dispute of up to $20,000. And now the CEO had pre-empted everything by reaching a private settlement with Fisher (via her attorney, the notorious Gloria Allred) just the previous day. So had Baldauf come all the way to Southern California for nothing? Of course not! What about the “The HP Way”? Sari Baldauf knew full well that the lingering influence of founders William Hewlett (1913-2001) and David Packard (1912-1996) meant that HP had always been more than just another IT equipment company. That “HP Way” embodied the precepts upon which they intended that their company's operations would always be based, as set out in five axioms: 1.
    [Show full text]
  • European Semiconductor Industry Service (ESIS) Have Received This Data As a Loose-Leaf Service Section to Be Filed in Their Binder Set
    DataQuest a company of MThe Dun & Bradstreet Corporation 7th April Dear Client, NEW FORMAT—MARKET SHARE DATA Dataquest's Eviropean Components Group completed preliminary 1988 European semiconductor market share estimates, which are enclosed herein. In the past, clients of the European Semiconductor Industry Service (ESIS) have received this data as a loose-leaf service section to be filed in their binder set. For your convenience we are now publishing this data in the form of a booklet. This booklet can still be filed as before, but offers much greater ease of use "on the move". We have also presented the market share estimates in a ranked format, rather than in alphabetical format, for your ease in comparing of vendors' market positions in different products and technologies. The previous year's rank is also shown for reference. Extra analysis is given, such as percentage market share for each vendor, for further ease in interpreting the estimates. We hope this helps make our estimates more usefuL to you. We would be interested in your comments regarding this new format. Yours sincerely %Y^^ • Bypon Harding Research Analyst European Components Group. 1290 Ridder Park Drive, San Jose, CA 95131-2398 (408) 437-8000 Telex 171973 Fax (408) 437-0292 European Semiconductor Industry Service Volume III—Companies E)ataQuest nn acompanyof IISI TheDun&Biadstreetcorporation 12^ Ridder Park Drive San Jose, California 95131-2398 (408) 437-8000 Telex: 171973 I^: (408) 437-0292 Sales/Service Offices: UNITED KINGDOM FRANCE EASTERN U.S. Dataquest Europe Limited Dataquest Europe SA Dataquest Boston Roussel House, Tour Gallieni 2 1740 Massachusetts Ave.
    [Show full text]
  • This Article Appeared in a Journal Published by Elsevier. the Attached
    This article appeared in a journal published by Elsevier. The attached copy is furnished to the author for internal non-commercial research and education use, including for instruction at the authors institution and sharing with colleagues. Other uses, including reproduction and distribution, or selling or licensing copies, or posting to personal, institutional or third party websites are prohibited. In most cases authors are permitted to post their version of the article (e.g. in Word or Tex form) to their personal website or institutional repository. Authors requiring further information regarding Elsevier’s archiving and manuscript policies are encouraged to visit: http://www.elsevier.com/copyright Author's personal copy Organizational Dynamics (2012) 41, 254—263 Available online at www.sciencedirect.com jo urnal homepage: www.elsevier.com/locate/orgdyn The building of employee distrust: A case study of Hewlett-Packard from 1995 to 2010 Kimberly D. Elsbach, Ileana Stigliani, Amy Stroud INTRODUCTION Our analysis suggests that HP’s fall from the rankings was not due, primarily, to diminishing employee trust, but to an increase in employee distrust. In particular, we found that HP On January 12, 1998, Fortune magazine published its first- and its leaders provided signals of values that led specifically ever ranking of the ‘‘100 Best Companies to Work for in to employee distrust. These values were organizational dis- America’’. This ranking was designed to measure employee respect for employees, dissatisfaction with employees, and trust in a company based on five values related to trust that unfairness in employee treatment. Our findings help to shed were developed by the Great Places to Work Institute.
    [Show full text]
  • UNREPORTED CASES Has a Claim Against Defendants for the Tortious Interference with Its Contractual Rights, Either Existing Or Prospective
    DELAWARE JOURNAL OF CORPORATE LAW [Vol. 28 The elements of [tortious interference with existing contractual or prospective contractual relations] are: (1) the existence of a valid business relation or expectancy; (2) the interferer's knowledge of the relationship or expectancy; (3) intentional interference that (4) induces or causes a breach or termination of the relationship or expectancy and that (5) causes resulting damages to the party whose relationship or expectancy is disrupted. 3 There is, however, a distinction between the two torts, that "being the availability to the defendant of a privilege to interfere within the limits of fair competition with prospective business opportunities. 36 Thus, in deter- mining whether Older interfered with Delaware Express' prospective contractual relations, each element "must be considered in light of [the Defendants'] privilege to compete or protect [their] business interests in a 37 fair and lawful manner." Delaware Express seeks to impose tort liability upon Defendants because of their knowing and intentional competition with Delaware Express for Delaware Express' existing and prospective customers. 38 Critical to Delaware Express' position is its view that Defendants cannot compete "fairly" or "lawfully" because their right to compete is precluded by the covenant-not-to-compete inthe Non-Competition Agreement. Thus, it is Plaintiffs implicit view that a breach of contract action based on a covenant not to compete will typically carry with it a large subset of claims characterized as the companion tort of interference with contractual rights. 39 I find, however, that Delaware Express has failed to prove that it 'In re Frederick'sofHollywood. Inc., 1998 WL 398244, at *5 (Del.
    [Show full text]
  • ³ a Study on Market Potential of Hp Computer: with Reference To
    A Project on ³͞A Study on Market Potential Of hp computer: With Reference to Business to Business and Business to Customer market͟ Submitted in partial fulfillment of the requirement of Master of Business Administration, Distance Education Guru Jambheshwar University of Science & Technology, Hisar Research Supervisor: Submitted by : NAME: Ms. Sonali Saxena NAME: Soumya Nath Mondal DESIGNATION: Lecturer Enrolment no - 08061148633 Specialization- Marketing Session 2008-10 Directorate of Distance Education Guru Jambheswar University of Science & Technology Hisar (India) Page | 1 CERTIFICATE This is to certify that Mr. SOUMYA NATH MONDAL Enrolment No.08061148633 has proceeded under by supervision his Research Project Report on ͞A Study on Market Potential Of hp computer:With Reference to Business to Business and Business to Customer market͟ in the specialization area Marketing. The work embodied in this report is original and is of the standard expected of an MBA student and has not been submitted in part or full to this or any other university for the award of any degree or diploma. He/she has completed all requirements of guidelines for Research Project Report and the work is fit for evaluation. Signature of Supervisor/Guide (with SEAL) NAME SONALI SAXENA DESIGNATION LECTURER ORGANIA TION NSB SCHOOL OF BUSINESS Centre NSB SCHOOL OF BUSINESS Forwarded by Head/Director of Study (with signature, Name & SEAL) Page | 2 DECLARATION This is to certify that the Project Report entitled͞A Study on Market Potential Of hp computer: With Reference to Business to Business and Business to Customer market͟ is an original work and has not been submitted is part or full to this or any other university/institution the award of any degree or diploma.
    [Show full text]
  • Georgianna Hanrahan, IRA, Et Al. V. Hewlett-Packard Company, Et Al. 05
    Case 3:05-cv-02047-CRB Document 61-1 Filed 04/07/2006 Page 1 of 44 1 EDWARD F. HABER (pro hac vice) SHAPIRO HABER & URMY LLP 2 53 State Street Boston, MA 02109 3 Telephone: (617) 439-3939 4 5 6 7 UNITED STATES DISTRICT COURT NORTHERN DISTRICT OF CALIFORNIA 8 9 10 11 GEORGIANNA HANRAHAN, IRA, Case No. 05-CV-02047 (CRB) 12 individually and on behalf of all others similarly sitatuted, 13 AMENDED CLASS ACTION COMPLAINT 14 Plaintiff, 15 v. 53 State Street (617) 439-3939 439-3939 (617) 16 HEWLETT-PACKARD COMPANY and Boston, MA 02109 MA Boston, CARLETON FIORINA, 17 Defendants. 18 SHAPIRO HABER & URMY LLP 19 20 21 22 23 24 25 26 27 28 Amended Class Action Complaint Case No. 05-CV-02047 (CRB) -i- Case 3:05-cv-02047-CRB Document 61-1 Filed 04/07/2006 Page 2 of 44 1 TABLE OF CONTENTS 2 INTRODUCTION……………………………………………………………………………….….-1- 3 JURISDICTION AND VENUE…………………………………………………………………….-2- 4 PARTIES……………………………………………………………………………………………-3- 5 SUBSTANTIVE ALLEGATIONS…………………………………………………………………-4- 6 7 Information Regarding Walter B. Hewlett………………………………………………………-4- 8 Walter B. Hewlett’s Negative Views Regarding the Merger and His Opposition to the Merger……………………………………………………………………………………….-6- 9 The Defendants’ Public Statements and Filings Regarding the 10 Merger On September 3, 2001 and Throughout the Class Period……………………………...-16- 11 The Stock Market Responded Negatively to the Proposed Merger……………………………-21- 12 The Defendants’ Omission of the Omitted Material Facts Caused 13 The September 3, 2001 Press Release and the Defendants’ Other Statements and Filings
    [Show full text]
  • SO1 Portoh Rd #8128 Portoh Vaw, CA 94028 I Corporate Profile
    Cort Van Renssecaer SO1 Portoh Rd #8128 Portoh Vaw, CA 94028 I Corporate Profile H~'i.ili>tt-P,irk,i~-dCornp,iri~j dcsiqns. rn,lri~rf,~cturt.5 <indsel-vice5 prod~rt15cirid iijite~ns tor nit',ii~lt-t'riicnt.comp~rt~itio~i r>11(1 (o~ii~ii~~iii(~lti~~i~ 0111has~c hiisiriess purpose i\ to clc',iti>iifo~ni,itlon 11iocltrct5 tIi<it ,~ctelt~r,itt~ttic ,itlv,incc~rrlc~ntof knoiiiirrlge ,lrid ilnp~ovt't/iix off?( tivc31iesiof ~pcopltj,ind orydniz,itio~is.Tlic to1np;iriy'5 plodt~rii<lntI iervlcc i ,IIC>uicd III ~r~di~it~.~j,~ILI>II~C'\S. (~~iqiii~r~i~i~j. >( ielic~.~nerlicirie and rduc,it~on In 11io1i'11i,i1i I30 iou~itriei. Contents F~ri,iri(~~~IH~tjlil~~ti~i Lt'lti'l- I0 Sh,ili'ilOitIf~l\ Il~t~~O~Ill(ll0ll HP Computer Museum www.hpmuseum.net For research and education purposes only. HEWLETT-PACKARD 1998 ANNUAL REPORT Financial Highlights Unaudited For the years ended October 31 In millions except per share amounts and employees 1997 Increase (Decrease) Total orders S 46,504 $43,153 8% Net revenue S 47,06 1 $42,895 10% Earnings From operations S 3,841 $ 4,339 (1 1%) Net earnings S 2,945 $ 3,l 19 (6%) Net earnings per share-Diluted S 2.77 $ 2.95 (6%) Return on assets 8.7% 9.8% Return on average equity 17.4% 21.1% At year-end: Shares outstanding Employees Return on Assets and Net Earnings Per Share.
    [Show full text]
  • News Release HP Reports First Quarter 2005 Results
    News release HP Reports First Quarter 2005 Results • Record quarterly revenue of $21.5 billion, up 10% from a year earlier • Non-GAAP operating profit of $1.3 billion, $0.37 earnings per share • GAAP operating profit of $1.2 billion, $0.32 earnings per share • Cash flow from operations of $1.6 billion • Personal Systems operating margin of 2.1%; Imaging and Printing operating margin of 15.4%; Enterprise Storage and Servers operating margin of 1.8%; HP Services operating margin of 7.4% PALO ALTO, Calif., Feb. 16, 2005 – HP today reported financial results for its first Editorial contacts: fiscal quarter ended Jan. 31, 2005. First quarter revenue increased 10% year-over-year Robert Sherbin, HP to $21.5 billion. +1 650 857 2381 [email protected] Non-GAAP(1) operating profit was $1.3 billion, with non-GAAP diluted earnings per HP Media Hotline share (EPS) of $0.37, up 6% from $0.35 in the prior-year period. Non-GAAP diluted +1 866 266 7272 EPS and non-GAAP net earnings for the first quarter reflect a $135 million adjustment [email protected] on an after-tax basis, or $0.05 per diluted share. GAAP operating profit for the first www.hp.com/go/newsroom quarter was $1.2 billion. GAAP diluted EPS was $0.32 per share, up 7% from $0.30 in the prior-year period. Hewlett-Packard Company 3000 Hanover Street Palo Alto, CA 94304 www.hp.com Q1 FY05 Q1 FY04 Y/Y Revenue (billions) $21.5 $19.5 10% Non-GAAP operating margin (1) 6.2% 6.9% GAAP operating margin 5.4% 5.9% Non-GAAP diluted EPS (1) $0.37 $0.35 6% GAAP diluted EPS $0.32 $0.30 7% On Jan.
    [Show full text]
  • Have American Corporate Leaders Lost All Sense of Ethical Responsibility?
    Journal of Case Research in Business and Economics Have American corporate leaders lost all sense of ethical responsibility? Anthony DiPrimio Holy Family University ABSTRACT The purpose of this study is to describe the leadership mistakes that three corporate chief executive officers (CEO’s) made that led to them losing their positions and causing severe financial losses to their corporations. In the case of one of the CEO’s his mistakes caused the corporation to go into bankruptcy with resulting losses the shareholders, creditors, and the loss of jobs to the employees. One of the other CEO’s lost her position and may have ended her career as a corporate officer because of her mistakes. The third CEO studied made a mistake in judgment that landed her in prison. The mistakes made by the three CEO’s were analyzed according to causative factors. These causative factors are presented with the intent of providing a guide for avoiding the flawed behavior that is associated with the factors and their ruinous consequences. Key words: Corporate Leadership Mistakes. Corporate Leadership Mistakes, Page 1 Journal of Case Research in Business and Economics INTRODUCTION Americans are furious that their tax dollars are being used by the government to bail out corporations that were mismanaged by Chief Executive Officers who were motivated by greed and an unbridled drive to maximize short term profits or who lacked the executive leadership skills to manage their corporations. This has resulted in trillions of dollars of tax payers’ money being paid to financial institutions and General Motors to avoid a supposed meltdown of the American financial system and a collapse the economy in general.
    [Show full text]