The Rise And Fall Of Carleton Fiorina Commerce Essay

The Rise And Fall Of Carleton Fiorina Commerce Essay This essay examines the case study The rise and fall of Carleton S. (Carly) Fiorina, during her employment as Chief Executive Officer (CEO) with Hewlett-Packard (HP) (Robbins et al. 2008). Well-known for her charisma, high profile and aggressiveness in business, Carlys previous employers at Lucent Technologies paid tribute her imaginative leadership style, her enthusiasm, and her ability to introduce and lead change. (Robbins et al.). The value of individual personality tests as an indicator for business success will be examined. This essay also looks at Carlys personality, and how it may have impacted on her ability to perform her job. It will be argued that personality testing has limited value as an indicator of business success. Other factors considered include gender, organisational culture and charismatic leaders. Burton et al. (2009), describes personality as the enduring blueprint for an individuals motivation and behaviour expressed in different circumstance, including the individuals thoughts and feelings. According to Burton et al., personality can change however, adult personality show significant reliability over time. Carly personality was well known and was considered as a great asset at the time of her employment at HP. Carly was portrayed as charismatic, visionary, and unconventional and as having the resolve necessary to undertake the job (Robins et al. 2008). Carly did not appear to place a high value on traditional goals, but rather she was interested in business improvement. Carly was described has having the ability to analyse business problems and to come up with what she considered to be best business solutions (Robins et al.). Hoffman (2001) in his book Ace the Corporate Personality Test talks about the testing boom which has taken place in employment situations. Hoffman states that while some personality change is possible in adulthood, it is likely that any change would be an adjustment of personality, rather than a major change. Hoffman outlines that we might change our attitudes, behavioural tendencies, and goals in life, but not our core personality. There is no evidence that there was a change in Carlys personality, rather it appears to have been consistent throughout her employment with HP. Carly was well known for her high business profile, prior to her joining HP. She had established her business credentials at Lucent Technologies, where she was recognised for her ability to implement change and for her far-sighted leadership (Robbins et al. 2008). Carly was noted for being a change agent, visionary leader and as being high in energy. These aspects of Carlys personality, for which she was initiall y employed, were key requirements needed to ensure the business improvement at HP. Robbins et al., (2008) identifies the need for organisations to change if the organisation is to survive and adapt. This requires a change in the organisational culture, which Robbins et al., describes as the attitudes, experiences, beliefs and values of, and within an organisation. It is the collection of values and norms that are shared by the people and groups within an organisation and that manage the way they interact with each other and with others outside the organisation. In a Business Week article titled HPs Carly Fiorina: The Boss (1999), Carlys was reported as identifying the need for an urgent innovative approach to be introduced at HB. Carly was reported as being a forward thinker, quoted as saying we have to make sure it represents the next century rather than the last one. The article highlights the organisational culture in place the HP Way at the time of Carlys employment as CEO, and discusses the need to change the culture which had crept in over recent years. Schein (2004) recognises that there can be difficulties with succession, especially when conservatives are replaced with radicals in the hierarchy of an organisation. Schein identifies the necessity to identify and promote the organisational culture, even though much culture is hard to recognise and interpret, as it is often entrenched in everyday practices. It appears that this may have been the case with Carlys attempts to change the organisational culture and practices at HP. Carly clearly had great expectations regarding what she planned to achieve at HP (Business Week, 1999). Carly displayed an internal locus of control (Wood et al, 2010), a belief in her capability to control her own destiny. Carly was intrinsically motivated, that is, she was stimulated to preform by her internal drive rather that for external rewards (Burton et al. 2009). Carlys believed that she could master the difficulties and make a difference at HP. This is reflected in her ability to initiate the purcha se of Compaq, despite opposition from Walter Hewlett. There is no evidence to suggest that Carlys personality did change, to become too big, rather the fit between Carly and HP may have contributed to the problem. Brown (1995) states that to achieve successful change programs on a large scale, requires effective, assertive leaders, and that the successful management of organisational culture requires the backing of those in the most senior positions. Brown also suggests that the organisational culture can be the origin of problems which hold the organisation back from growth and development. There is an expectation of predictable relationships between an individuals personality and their predisposition to behave in a certain way (Wood et al. 2010). Gender considerations were explored to determine if a double standard or gender bias was evident. It was determined in this case that Carlys appointment as CEO at HP was seen as proof that gender was no longer an issue in the business world (Cotter et al. 2001). According to the Federal Glass Ceiling Commission (1995), (as cited in Cotter et al.), the glass ceiling refers to obstructions which exist to hinder the progression of women and minorities to achieve higher levels within the workplace. Robbins et al. (2008) identifies that women may make better leaders than men. Although the differences are not great, differences include women can make better listeners, superior mentors, are better goal setters, produce high quality work, and foster better communication. While gender bias and the glass ceiling may exist in the business world, there is not evidence in this case to suggest that Carlys was the victim of a double standard. She had an aggressive and forthright business approach f rom the outset. Robbins et al., remarks that as a CEO, when things are going well the CEO receives the credit and praise, but when things are not going well the blame falls on the CEO regardless of factors outside the control or responsibility. Carly was described as charismatic. Cambridge Dictionary (2011) describes charisma as a special power which some people have naturally which makes them able to influence other people and attract their attention and admiration. Weber (as cited in Robins et al. 2008) describes chiasmatic leadership as one of the best models of authority and influence. Robert House (as cited in Robins et al.) details the charismatic leadership theory as leaders with vision and who are willing to take personal risks to accomplish their vision, they are responsive to subrogates requirements and to environmental demands, and they demonstrate behaviours that are out to the ordinary. Unfortunately, some charismatic leaders can become carried away and a dark side is revealed. In these cases the best interests of the organisation are not fully represented (Robbins et al.). The margin separating personal interests and those of the organisation can become blurred. Robins et al., describes the worst case scenario being when ego-driven charismatic leader put their own interests ahead of the organisation, or when they use the organisational resources for their own personal benefit or gain (Robbins et al.). It is clear that Carly became impressed with herself and her importance, placing her portrait next to those of the HP founders and failing to heed the warning issued by HB board members to change her style (Robbins et al.). Prior to joining HP, Carly undertook a 900 question personality test. Personality testing is used to predict performance in the workplace (Hoffman 2000). It was recognised that Carly had charismatic qualities including the vigour, enthusiasm, forward thinking vision, drive and aggressiveness, all considered necessary for the position of CEO (Robbins et al. 2008). One universally applied personality measurement is the Myers-Briggs Type Indicator (MBTI), which consists of a 100 question tests that seeks to categorise participants into four categories: a) extroverted or introverted; b) sensing or intuitive; C) thinking or feeling; and d) judging or perceiving (Robbins et al.). The results of the questionnaire are classified into 16 personality types. If this test had been applied in the case of Carly, her personality type would most likely be INT. Characteristics of an INT might include being organised, determined, having a sense of purpose, motivation and drive, forward thinkers, analy tical, decisive, and logical and as having an innate sense for business (Robbins et al.). The MBTI results, do not however, correlate with actual job performance (Robbins et al.). A personality testing model, which as the benefit of research, is the Five Factor Model of Personality, also known as the big five (Robbins et al. 2008). Using this model, personality can be reduced to five broad categories of personality traits. Traits are the emotional, cognitive and behavioural tendencies that constitute underlying personality dimensions (Burton et al. 2009, p. 433). The five personality traits of the big five model are: 1) Extraversion. This trait includes characteristics such as being socially adapt, talkative, assertive and as having an abundance of emotional fluency. 2) Agreeableness. This comprises of personality attributes such as being trustworthy, selflessness, kindness, and affection. 3) Conscientiousness. Common characteristics within this dimension include a high measure of impulse control, goal directed behaviours and are high in thoughtfulness. Individuals who rate high in conscientiousness have the propensity to be both organised and attentive of details. 4) Emotional stability. Individuals with positive emotional stability have a predisposition to cope with stress, are generally calm, self- confident and secure. 5) Openness to experience. Within this trait characteristic are imagination and insight, and individuals with a wide diversity of interests, would be found (Robbins et al. 2008). Hoffman (2001) states the five factor model dominates the area of personalty testing and suggests that the most probable scales tested are extraversion and conscientiousness. There are three methods of measuring personality, self report, observer-rating surveys and projective measures (Robbins et al. 2008). According to Robbins, et al., self report questionnaires are the most widespread method of measuring personality. A concerning aspect of the self report survey method is that it is possible to alter the results to create a better outcome (Robbins, et al.). Burton et al. (2009) outline various problems with personality testing including that they can be subjective, and that a persons results may change in response to the persons emotional state and other situational variables. Burton et al., also identify that it is possible to deliberately alter the outcome, and that personality testing does not correlate to consistency across all situations. These finding suggest that personality testing has little real value in predicting individual business success. This essay reviewed the value of individual personality tests as an employment indicator for business success. Knowing an individuals personality characteristics can provide valuable insight into how that individual may act, or interact in business circumstances. Limits of personality testing include that the personality testing can be subjective, a persons results may change in response to the persons emotional state and other situational variables. It is possible to deliberately alter the test outcome, and personality testing does not correlate to consistency across all situations. Prior to joining HP, Carly undertook a 900 question personality test. It was recognised that Carly had charismatic qualities including the vigour, enthusiasm, forward thinking vision, drive and aggressiveness, all considered necessary for the position of CEO. There is evidence to suggest that there may have been problems with the organisational culture. There is however no evidence to suggest that Carlys was the victim of a double standard, or of gender bias. Carly was considered a charismatic leader and unfortunately in some instances charismatic leadership can lose sight of the best interests of the organisation, then the obligations and responsibilities become confused or blurred. This was the case with Carly during her employment with HP. Personality testing was undertaken prior to Carlys employment which provided a snap shot at that time. Personality in itself does not provide a long term prediction. It is concluded that individual personality testing has limited value as an indicator of business success.

Carp and Carper Law Essay

More than 18 years ago, in June 1988 President Corazon Aquino signed the Comprehensive Agrarian Reform Law and thus laid the foundation for the implementation of the Comprehensive Agrarian Reform Program. The law was passed after nearly a year of heated discussions in Congress. It was passed after the killing of 19 peasants who were members of a demonstration of 15 000 peasants asking for a meeting with the President and under the subsequent pressure of a coalition of 13 major farmers’ organizations who had formed a powerful umbrella group, the Congress for a People’s Agrarian Reform, consisting of one and a half million members. The implementation of the reform did not go smoothly and met, as in other countries implementing an agrarian reform, strong resistance from large landowners. Some used their political influence to prevent confiscation, while others tried to circumvent the reform by illegal land transfers, land use conversion and other illegal means. Furthermore, the landlord dominated Congress delayed persistently the allocation of funds for the implementation of the program. Yet, despite many obstacles the Department of Agrarian Reform (DAR) and its cooperating agencies have accomplished many of their objectives. Some 2 million landless farmers have received a plot of land of their own and about 1 million tenants were given secure tenancy conditions. The reform has improved the wellbeing of the rural society and contributed to socio-economic stability in the countryside. With a coverage of about 40 percent of the rural population and 75 percent of all cultivable land the reform can be considered as one of the most successful in recent times. While some large latifundia are still to be covered, the time has come to reflect about the future role of the Department and its staff once the land acquisition and distribution component of the reform has been completed, i. e. in the post land acquisition and distribution (post LAD) period. As the experience in the Philippines and in other countries has shown the mere allocation of land to reform beneficiaries is not sufficient. In order to become successful they have to be provided with supporting services. In the past they were, to a large extent, supplied by the Department of Agrarian Reform. However, if a main part of its activities comes to an end, the question arises whether there is still need for DAR and if so, for which tasks, or whether other actors are better suited to carry out the remaining activities. In this state of affairs the Department became aware of the need for a study which would review various institutional options for supporting reform beneficiaries and the rural community as a whole. The Department approached the German Technical Cooperation (GTZ) to assist in the preparation of such a study. GTZ has, for more than 30 years, cooperated with the Government of the Philippines in implementing its development programs. It has given special emphasis to economic reforms and poverty alleviation. In recognition of the importance of maintaining the gains of the reform for the alleviation of rural poverty GTZ responded favourably to the request. In consultation with the Director of the Policy and Strategic Research Service, Mrs. Martha Carmel Salcedo, GTZ commissioned five agrarian reform specialists and a project manager to conduct the study. A steering committee composed of DAR and GTZ was responsible for the coordination of the study. The consultants prepared an analysis of the various components of the program and made proposals for agricultural and rural development in a period after land acquisition and distribution. In order to validate their preliminary findings and conclusions GTZ organized regional consultations in Davao, Cebu, Zamboanga, Baguio and San Fernando and a national workshop in Metro Manila. The meetings provided an open forum for discussions among representatives of government and civil society about the future of CARP, DAR and its cooperating agencies. The views expressed in these meetings were considered by the consultants and as far as feasible incorporated in the study. Director Salcedo and her staff followed the various stages of report preparation and offered valuable comments on earlier drafts, without, however, interfering in the conceptual work of the consultants. In order to provide necessary background information which is needed for the understanding and justification of the various options proposed, the book traces in its first part the events that characterized the implementation of the program and describes in several sub-chapters its main components. It appraises program accomplishments and impact. It analyses shortcomings and constraints in its implementation. Each sub-chapter pinpoints lessons learned and identifies components which require further interventions. In the second part of the book the consultants provide several options for institutional change for the future development of the rural community and give special emphasis to the role of the Department of Agrarian Reform and its specialized units. On the basis of their analysis in the first part of the study they propose a number of recommendations which the government may consider in order to safeguard the achievements of the reform. In this context it is proposed that full use should be made of the experience of the able and motivated staff of DAR, both in the field and in headquarters. On the other hand it is important to realize that agrarian reform and rural development cannot be achieved by government interventions alone. While the government can provide the general legal framework, sustainable rural development requires the active participation of local level self-help groups, autonomous peasant organizations and NGOs.

Clash of titans: East vs. West

Europe includes an immense diversity of cultures and languages that developed side by side; Asia on the other hand had been developing on its own for centuries before Europe began to evolve. So how did the â€Å"peninsula of Asia†, become not only a strong force in the West, but a global power. Through the different articles we read, Illustrated History of Europe, Roberts' A History of Europe, Davies' Europe: A History, Diamond's Guns, Germs, and Steel, Landes' The Wealth and Poverty of Nations, and Hanson's Carnage and Culture one can understand how and why the later developing Europe became the dominate power over the already powerful Asia. The Illustrated History of Europe calls Europe a divided continent, but one civilization. Europe's wide plains, for example the Great Northern Plain, only aid to an easy invasion from the east which happened numerous times throughout Europe's history. Europe also has a high diversity of languages, 43 in total, that were originated from Sanskrit. Because of this, Europe's language, in written from, is based on a consonantal system rather than that of an ideographic system such as the Chinese use. This article broke down Europe's civilization into three different bases: democracy originating from the Greeks, law coming from the Romans, and finally, the value of individualism and liberty derived from the Christians. Roberts and Davies mainly describe Europe's geography and how it affected the development of the people within. Roberts described Europe as a â€Å"peninsula of Asia†, being surrounded on its boundaries, primarily by water. This was why Europe was able to develop on its own. The bodies of water, plus the plains and heavily forested inner regions, caused people to become very isolated from one another thus letting them make their own decisions and also forming their own languages. Western Europe's temperate climate aided by the Gulf Stream kept its environment mild year round, plus with the addition of a good amount of rain made it easy to farm without irrigation. Central and Eastern Europe were not as lucky, however, because they experienced fluctuations in temperature and rainfall. Diamond discussed how the â€Å"creation† of the farmer through the domestication of plants and animals led to the development of guns, germs, and steel. He compared the â€Å"hunter/gather† peoples with the â€Å"food producing† peoples, to demonstrate the benefit of the farmer. With a farming group, one could devote one's time to other jobs, and thus become â€Å"specialists†. These specialists could master an art or trade instead of spending time searching for food, and eventually evolved to become the kings, bureaucrats, soldiers, priests, and artisans. The domestications of plants and animals was an integral part of the development of the farming culture over that of the hunting culture. For example, the peapod when it is ripe will â€Å"explode† and drop its seeds onto the ground. The only thing left on the plant after this occurs are the pea pods that did not explode. Thus those were the ones which we were able to eat because they were the only ones we were able to gather. We would therefore only disperse the seeds of the â€Å"non-exploding† pea pods through our excrement or our garbage dumps. In the end the hunter/gatherers will eventually die out because they do not have the steel to make tools as well as the weapons that the farmers have and thus will, in time, be destroyed. Latitude played a huge role in the rise of farmers in Europe. Due to the similar latitude throughout Europe the growing season is relatively the same, along with a relatively equal climate. The easy spread of germs came about because people lived in crowded villages where a disease could simply pass from one household to another. Plus with the domestication of animals, the animals now lived in close quarters to the people and thus contributed to the spread of diseases. When the European explorers introduced germs to the Native Americans, many Native Americas were killed because they didn't have the built up resistance because of the lack of domesticated animals. Because of Europe's close proximity to animals many of the world's diseases have originated there. The Fertile Crescent was a very ecologically fragile area. It ended up being destroyed due to deforestation, and erosion, as well as other factors and now is mainly desert. The Great Man theory said that a few great men can influence the events of history. One of the main reasons Europe â€Å"outdid† China was because of Europe was fragmented, whereas China was totally united, this basically meant that competition could flourish while in China what was said was unquestioned. Landes covered some of what was in the Roberts article as well as what was in the Davies article. He discussed the Gulf Stream and the immense forests, but he also pointed out facts about riverside civilizations. People gathered around rivers because they not only provided water, but also a mode of transportation. Riverside civilizations, because of their strategic importance were, however, more likely to have a ruler. In riverside civilizations if the ruler needed money or more land then he would just take what they wanted from the people. As far as property goes in the West, where there was no need for riverside civilizations due to the temperate climate and abundant rainfall, there was a deep commitment to private property; so much so that even kings did not take their subjects property. During the period of 1000 – 1500 AD, five â€Å"great† inventions were made. These inventions were deemed the â€Å"inventions of inventions†. The inventions were the mechanical clock, gunpowder, eyeglasses, printing, and the water wheel. Gunpowder, in China was used as a defense, but in the European's hands it became an offensive weapon. Eyeglasses â€Å"created† an additional work force from the many people who had poor eyesight but were in overall good physical condition. Printing was used to spread knowledge, so ideas no longer had to be passed by word of mouth. The water wheel became an addition source of power. The mechanical clock, in my opinion the most important, kept people task oriented, and because people always want the most accurate time we kept improving upon it and it turn improved upon all inventions. This was the economic revolution, which was only comparable to when humans went from hunter/gatherers to food producers. Hanson stated that the reason the West fought so well was because Europeans fought for their own land. Peoples in the West had a voice in what happened, militarily and politically, whereas peoples in the east had none. An example of this would be the battle of Salamis, the Greek soldiers got together only hours before the battle to decide if fighting this fight was really worth it. On the Persian side, however, the soldiers had no say in it, and fought that battle not necessarily wanting to fight for the cause. Due to the West's freedom, private property, domestication of plants and animals and the movement from hunter/gatherers to food producers were all factors why the less developed Europe came to overpower the already strong Asia. If Asia had had a these â€Å"fundamentals† as did the West think how different the world would be.

Interview At Glitz And Glam Hair Studios - 814 Words

In preparation for any interview, researchers should be organized and have an idea of how they would like the interview to be structured. Researchers should also be flexible and be aware that interviews may not go as planned. McCurdy, Spradley and Shandy (2005) suggests that researchers to find a quiet place to meet with informants that are free from distractions (p. 34). They advise researchers to anticipate the surroundings and how it will affect the informant s comfort level and performance (p. 34). My observation will taking place at Glitz and Glam Hair Studios. Because it is a bustling hair salon one of the owners suggested I come on a day where they weren t as busy. I believe it may be difficult to find a quiet place but, I am sure I will be able to have opportunities to speak to them alone. When getting permission to conduct my interviews, I explained in detail, to the owners who are also my informants, why they were chosen and what I was looking to accomplish. I think it is w ise, as McCurdy et. al. (2005) urges researchers to explain again. It important for the informants to know the researcher is trying to learn their culture (p. 34). I believe it s beneficial to both the researcher and the informant to have that face-to-face interaction while giving an explanation purpose. Descriptive questions are a very effective way of extracting information from interviewees. It was in this course I learned these types of questions had a name. McCurdy et. al. (2005)