Carly Fiorina

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    Steve Jobs Leader

    that allowed Apple to emerge as an innovation leader. For example, the alliance with Microsoft ensured Apple’s survival by making an interested friend out a formidable foe MGT4314 Submitted to Dr. Stephanie Solansky Leadership Styles of Carly Fiorina and Steve Jobs (Wilcox, 2002). His leadership style inspired the company to return to its innovative roots. He shifted the focus to software, which led to development of iTunes, and ultimately the very successful iPod. Both situational

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    Hp Information

    "Randy is the right leader at the right time for HP," says Michele Goins, a long-time HP executive who now reports to Mott, running the IT systems for the huge printer division. "If he'd come here three years ago, he would have left. Carly [former CEO Carleton S. Fiorina] didn't understand IT. She had a lot of things she was focused on, but IT wasn't one of them." Still, Mott's greatest strength may be that while a technologist, he has the management skills to actually make IT take root in a company's

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    Term Paper

    very well be the reason to their success. Some examples include Michael Dell, James Dimon, and Carly Fiorina. Michael Dell was a drop-out pre-med student at The University of Texas. He now runs one of the most powerful computer companies in America named after himself. James Dimon, current CEO and chairmen of JPMorgan Chase, holds a degree from Tufts in psychology and economics. And finally Carly Fiorina, graduated having studied philosophy and medieval history, was the former chief executive officer

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    Not My Paper

    Leadership Styles of Carly Fiorina and Steve Jobs Running head: LEADERSHIP STYLES OF CARLY FIORINA AND STEVE JOBS 1 Leadership Styles of Carly Fiorina and Steve Jobs Group 1 Management 4314 MGT4314 Submitted to Dr. Stephanie Solansky Leadership Styles of Carly Fiorina and Steve Jobs Leadership Styles of Carly Fiorina and Steve Jobs Carly Fiorina took a leadership position as CEO of Hewlett-Packard for about 6 years. She brought to Hewlett-Packard (HP) nearly twenty years of experience

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    Bus 302 – Chapter 14 Case – “Hewitt-Packard Company”

    the matrix seems to be a logical organizational solution, Fiorina, has not found it an easy structure. She has struggled with ambiguous responsibilities and reporting relationships, been slowed down by the search for consensus decisions, and found it hard to get all the different units to work constructively together. In fact, CEO Carly Fiorina was so preoccupied with immediate issues that she lost sight of her ultimate objectives. Fiorina and her staff consider that the HP Way is an anachronism

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    Change M

    “just have a job” 2. cynical “I don’t care!” -make employees your most important customer -ask and listen -teamwork -show a visible future About Change and Risk: Lessons From Carly Fiorina Risk-taking is an important part of entrepreneurship. Instead of trying to write a blog-post on this, I will quote Carly Fiorina, an American businesswoman and a former CEO of Hewlett-Packard. She has talked a lot about the importance of change, risk-taking and fear, as well as their complicated interactions

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    Leadership

    resistance of change. Atkinson (2005) in ‘managing resistance to change’ had stated that 90% of the Change initiative fails to yield the desired result either due to fail leadership or due to lack of communication. The prominent example in this case is Carly Fiorina. In one of the recent works by Stan bury (2009) ‘reasoned moral agreement: applying discourse ethics with organization’ emphasized the importance of leader in promoting ethical standards and modeling ethical behavior. Various review of

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    Chapter 14 Case - Hewlett-Packard Company

    the case. Defend why you think they are the most serious. The first problem identified is the under-management of the company. The former CEO, Carly Fiorina, while being highly visible in the press failed to provide the necessary leadership within the company. Many felt she did not provide enough direction inside the company causing the company’s operations to suffer. Being perceived as inaccessible

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    Hewitt Packard Company

    Company Tracey Brown Professor Jack Sterling Principles of Management 8/20/2011 1. Discuss the three most serious problems you have identified in the case .Defend why you think they are the most serious. Hiring Carly Fiorina was a mistake because she was a broad visionary which says she looked at the company with a “wide view”. She knew she wanted to guide the company in a digital,virtual,mobile and personal way but lacked the means of communicating this vision to

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    Hp Leadership Change

    CEO Mark Hurd the year before. Mark Hurd was fired after submitting false expense reports to conceal a relationship with a former employee. Before Hurd, Pattie Dunn was let go for spying on board members and journalist. A year before Dunn, Carly Fiorina was forced ro resign after a failed merger with Compaq. HP hired Apotheker in hopes to shut the revolving CEO door that cost the company more that $83 million in severance pay. (Goldman, 2011) How would you describe the most recent succession

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    Hp Case

    many strong competitors in the market, that makes Hewlett-Packard Company in a harder situation. In the past 10 years, there's near-constant turmoil around Hewlett-Packard Company. Hewlett-Packard Company fired three CEOs. Due to scandal, Carly S. Fiorina left from Hewlett-Packard Company in year 2005. Hewlett-Packard Company paid her $21 million as severance fee. (La Monica, 2005) Then in year 2010, Mark Hurd resigned from Hewlett-Packard Company because he was under investigation about sexual

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    Case Study 1

    THE RISE AND FALL OF CARLY FIORINA For a long time, Carleton S. (‘Carly’) Fiorina was one of the best-known CEO’s in the world. Brought in as Helwett-Packard’s (HP) CEO in 1999, Fiorina was instantly recognisable for her charisma, visibility and aggressiveness. Practically every OB book (including past editions of this one) featured her. She was even mentioned as a possible cabinet member of the Bush administration or a Senate candidate from California. Widely praised as a change agent and a visionary

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    It Doesn’t Matter

    industry among some of them is Professor Steve Alter and President of eGlobal CIO Bruce Skaistis and many more. The article created a heavy debate dividing the IT industry into two sides, one side, with among others, Intel’s CEO Carig Barret and HP’s Carly Fiorina saying that IT would still give firms competitive advantages and arguing that Carr was off track. The other side, arguing that Carr was rightfully drawing attention to the very heart of the question which CIOs and CFOs struggle with the most. Carr’s

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    Mbo at Hewlett Packard

    able to act fast enough, and could they bring the rest of the organization along with them? Could they reinvent HP for the new economy? Or would they be an experiment soon forgotten? Earle pondered these questions as he fielded a call from CEO Carly Fiorina. She asked him to meet with her to discuss elements of the ESS strategy and its new compensation program. Research Associates Michelle Moore and Cara Snyder, both MBA 2000, prepared this case under the supervision of Professor Garth Saloner

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    Hp Leadership

    Microsystems gained advantage over them. Their inability to cope with the changing conditions in the industry and recession in US by the end of 1990s had a further negative impact on their growth. In order to bring about changes in the organization, Carly Fiorina was appointed as the CEO in 1999. She had a clear vision and she concentrated on marketing to increase the company's profit. She restructured the organization by dividing the firm into 4 groups with 2 groups focusing on sales for business and customers

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    Management

    in context of observations on their leadership styles. Carly Fiorina and Steve Jobs both had very different leadership traits and styles. Leadership effectiveness is often dependent on other factors such as environmental influences and certain situations. Steve Jobs proved to come out a better leader over Carly Fiorina. He showed a higher sensitivity and great relations with his followers, which Ms. Fiorina did not attain. Ms. Fiorina was a good businesswoman but she could not prove herself as

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    Stories of Change

    The result was that their non-involvement left them discerning for the retention of the status quo (Applegate, Austin & Collins, 2009). The story is similar at Hewlett Packard where the merger with Compaq was seen as the business of the CEO - Carly Fiorina – with limited contribution from the rest of the top management. This perception led to mistrust between employees of the former HP and those of the former Compaq. At Kodak, the company remained complacent glorifying itself in the successes of

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    Receptionist

    Naomi Judd and the late Linda McCartney, entrepreneur and wife of Beatle Paul McCartney.[1] Other famous people who began their careers as receptionists or worked in the field include civil rights activist Rosa Parks and former Hewlett-Packard CEO Carly Fiorina. Evolution and new technology Some small-to-medium-sized business owners hire a live remote receptionist in lieu of a full-time, in-house receptionist, thanks to advances in communications technology. As the phrase itself suggests, a live

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    Week Three Paper

    (Westover, 2010). 3. Attribute a change image to the leading managers or directors in each change story and provide an explanation as to why that change image label is appropriate. e. Hewlett Packard – CEO Carly Fiorina was a change manager as a Navigator. Ms. Fiorina primary objective was to see the merger with Compaq thru completion. As the CEO of HP it was her inherent responsibility to “navigate” the merger. Change can be difficult, but resisting change can be disastrous (Raduchel

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    Paper

    "Randy is the right leader at the right time for HP," says Michele Goins, a long-time HP executive who now reports to Mott, running the IT systems for the huge printer division. "If he'd come here three years ago, he would have left. Carly [former CEO Carleton S. Fiorina] didn't understand IT. She had a lot of things she was focused on, but IT wasn't one of them." Still, Mott's greatest strength may be that while a technologist, he has the management skills to actually make IT take root in a company's

    Words: 1423 - Pages: 6

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    My Strenght and Weaknesses as a Leader

    At twenty-three, Carly Fiorina had dropped out of UCLA Law School with no plans about what she wanted to do with her future. However, almost twenty-two years later, she became president and CEO of Hewlett-Packard Company - the first woman CEO of a Fortune 20 company. She was given a mandate by HP’s board of directors to “shake things up” and was later named the "Most Powerful Woman in Business" by Fortune magazine. Prior to joining HP, Fiorina spent nearly twenty years at AT&T and Lucent Technologies

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    Hp and Compaq Case

    On November 6, 2001 Carly Fiorina HP CEO announces merger with Compaq. This is the one of the most notable days in HP history and as well as PC industry. It was called Largest merger in the PC industry and dumbest deal of the decade. When analyzing this merger after 13 year picture is changed. HP share price has raised more than 150% after merger. Carly Fiorina is not CEO and HP is still one of the most profitable companies in the world. HP is one of the famous companies found in Pao Alto in

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    Hp Case

    MAC 600 Business Management and Governance 3rd Trimester – AY 2013-2014 CASE ANALYSIS Hewlett-Packard Under Carly Fiorina and After Her Submitted by: Chris L. Espina Date of Submission: May 17, 2014 I. Perspective held by the Students This case talks about the management and leadership of Carly Fiorina, the chosen CEO of HP after her long years with AT&T and Lucent Technologies. She was known to be a woman of “silver tongue and iron will”. She dropped out of law

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    Bus Adm

    business, Morals equal to value, specifically, it symbolizes personal value. Ethics equal to profit. In my viewpoint, I think it means that only following the rules can keep the whole business operating normally After I watch the video that Carly Fiorina introduce her book “Tough Choices”, the author teach me a lot. Choice constitutes our life, we make many choices everyday, choice decide which direction we will go in the future. In her book. there are two main point she attached importance to

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    Hp Case Analyse

    business were diagnosed for their structure, content, and accuracy of the topic. The research draws attention to the fact that the combined companies experienced many problems-financial, cultural, and structural-resulting in poor performance of Carly Fiorina, who was named CEO of HP in 1999 and fired in 2005.One of the problems that Hewlett-Packard was facing was at least one of the board members was leaking confidential information to the press. Company directors were trying to determine who was

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    Carly Fiorina

    Carly Fiorina Presentation Sources 1. In this article, it mentions Fiorina’s recent visit to a Stockton peanut plant where she spoke about creating more job opportunities in the San Joaquin Valley. She also mentions how she will fight to turn on export pumps that shoot water of the Delta. Fiorina blasts her opponent, Boxer, for not being accountable when she said, “the state bleeds jobs.” She also highlights on how President Obama’s federal stimulus plan is ineffective. Many ways to cut back on

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    Hp Merger with Compaq

    organization succeeded Young in both positions. Carleton S. Fiorina replaced Platt as president and CEO in of HP in 1999 being the first female CEO of a company in the Dow Jones Industrial Average. Fiorina served as CEO during the tech downtown of the turn of the second millennium. During her tenure, the market halved HP’s value commensurate with other tech companies at the time and the company incurred heavy job losses. The HP Board of Directors asked Fiorina to step down in 2005, and she resigned on February

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    The Importance of Leadership

    importance of strong, effective, and ethical leadership. Dissatisfaction on the part of stockholders and boards of directors has increasingly led to the termination of high-profile CEOs. The recent termination of HewlettPackard’s CEO Carleton (Carly) Fiorina has focused considerable attention on the qualities a leader needs to have in order to achieve the organization’s goals. Employees have suffered at the hands of ineffective leaders. Job satisfaction has declined over the last decade, with the

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    Image of Managing Change

    of their CEOs. Both are unique, HP selecting the first woman to run their company and the Co CEOS running RIM. Both organizations suffered through business decisions that affected their products and the companies position in their market. Carly Fiorina tenure spanning from 1999 to 2005 was turbulent to say the least. The company needed a leader and thought they had found what they needed in her. The text will be one of the references that I will use along with Mike Cote’s article on the merger

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    The Great Intimidators

    Intimidators Since when has being a difficult boss been a disqualifier for a job?” asked Nightline’s Ted Koppel after several abrasive, intimidating leaders of major corporations—Disney’s Michael Eisner, Miramax’s Harvey Weinstein, and Hewlett-Packard’s Carly Fiorina—fell from their heights of power. Picking up on what seemed to be a new trend in the workplace, the business media quickly proclaimed that the reign of such leaders was over. From now on, the Wall Street Journal predicted, “tough guys will finish

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    Human Resource Stories of Change

    lessen the chance of resistance (Palmer, Dunford, and Akin, 2009). The three most significant errors made out of all the change stories presented happened with Hewlett-Packard, Kodak, and McDonald’s. Let’s look at Hewlett-Packard first. In1999 Carly Fiorina became the new CEO. During this time Hewlett-Packard had issues in many departments and lacked direction. Fiorina’s main objective was to reorganize the company so that things were run as they had been in the past. In 2002 Hewlett-Packard merged

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    Management

    to his quick decision making process. 9. Carly Fiorina held a job-centered leadership style. As a matter of fact, she was so job focused and driven that a year after she arrived as CEO of HP she unveiled plans for a major reorganization. When her top executives told her it would take a year to pull it off, she ordered it done in three months, and it was. Many executives at HP called the phenomenon the “Fiorina Shakeup”. Indeed, where Carly Fiorina went wrong was exerting a truly authority-compliance

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    Stories of Change

    Overall these errors caused loss of consumers, money and trust. Unfortunately as a business owner this is the risk you take and not knowing what to anticipate. Recommendation for Change Hewlett-Packard change story could have improved had Carly Fiorina not separated certain departments. By doing this she made it difficult for customers’ needs to be met. All companies should be user-friendly. Customers don’t want to feel as though it’s a hassle to get what they want. When this becomes the case

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    Stories of Change

    they failed to make the merger suitable for their large employee base. The second step in Kotter model suggests leaders should form a coalition to convince people that change is necessary (cite web). Before the merger, Hewlett-Packard’s CEO, Carly Fiorina made significant changes to the company’s structure. Those changes were met with considerable, but subtle, employee resistance. Fiorina’s vision of HP creating a new interface with customers may have been was regarded as a radical change and

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    Reorganization of Hp: Carly Fiorina's Change Era

    Reorganization of Hewlett-Packard: Carly Fiorina’s Change Era Tuesday, February 17, 2015 MGMT 6320: Leading Organizational Change I. Background and History of Organization Nature of Products and Industry Hewlett Packard (HP) is a leader in the computer industry. HP started as a test and measurement company, however, the company began selling computers and printers in the 1970.  The computer industry started to grow in the 1990s due to the growing popularity of personal computers and the

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    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, Carly's 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

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    Asdfasdgasdgash

    Case analysis  1. THE RISE AND FALL OF CARLY FIORINA (Chapter 4)  For a long time, Carleton S. (“Carly”) Fiorina was one of the best-known CEOs in the world. Brought in as Hewlett-Packard‟s (HP) CEO in 1999, Fiorina was instantly recognizable for her charisma, visibility, and aggressiveness. Practically every OB book (including this one) featured her. She was even mentioned as a possible cabinet member of the Bush administration or a Senate candidate from California. Widely praised as a change agent and a visionary leader at Lucent 

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    Functional Area Plan: Human Resources

    through teaching, research, and the spreading of knowledge. The individuals in the department should constantly pursue any certifications or comparable measures to ensure the competencies and knowledge of the ever changing laws and developments (Fiorina, Carly, 2014). Another goal for the human resource department is to maintain the highest level of trust with the company’s stakeholders. The department must maintain the interest of the stakeholders as well as the professional integrity of the organization

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    Stories of Change

    with Hewlett Packard former CEO Carly Fiorina made a huge mistake is when she took the recon structuring on by her not communicating with others (i.e. senior management, Share and Stockholders, employees.) She decided to restructure the company. Customers such as Ford and Boeing were frustrated by the separate sales teams from HP that were constantly marketing individual products to them losing their business. (Palmer, Dunford & Akin, 2009). The CEO Fiorina took it a step further outsourcing

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    What Is Strategy

    activities to make sure they are in keeping with its corporate strategy. Question 3. What kind of global structure will allow it to most effectively coordinate the production and sale of its products around the world? Answer – The task facing Carly Fiorina, HP’s CEO, find ways to strengthen the company’s multibusiness model and to forecast haw changes in IT might shift industry boundaries and effect the company in the future. Formulating HP’s global multibusiness strategies will also one of the major

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    Hewlett-Packard

    1. Discuss the three most serious problems you have identified in the case. Defend why you think they are the most serious. One of the Hewlett-Packard’s most serious problems its lack of management. CEO Carly Fiorina didn’t provide enough direction. The strategic vision she was using to guide the company was unclear, and nobody in the company has any idea if it was being carried-out or not. Without a well-defined strategic vision for the company, employees had no motivation and no sense of organizational

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    Hp's Fall

    Motivation Since Carly Fiorina’s tenure as CEO, surveys conducted by HP have shown that employee morale has “cratered”. (7) This can be attributed to several major negative motivational factors that have hindered HP's work environment, such as poor job security and weak communication between leaders and employees. The period under Carly Fiorina and Mark Hurd was dominated by excessive cost cutting, and as a result fear was said to be the main source of motivation during their tenures. As stated

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    Review of "Rise and Fall of Cf"

    The Rise and Fall of Carly Fiorina Introduction Johnson’s article demonstrates why Carly Fiorina failed as an Ethical Leader of the HewlettPackard Company for five years up to 2005. Johnson’s argument concentrates on Fiorina’s role as a moral person rather than as a moral manager and provides considerable behavioural trait failures by Fiorina, supported by plenty of anecdotal evidence to support his claim. Johnson identifies Fiorina’s leadership direction was set by the Board of HP, found that

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    Hewitt-Packard Company

    has already made the first step at correct their under management by getting rid of the former CEO, Carly Fiorina, and hiring new CEO, Mark Hurd. Hurd is already taking a step away from CEO and going down to the bottom floor to rebuild HP. You have to start from the bottom up to rebuild a company; just making statements as CEO does not get things done. Hurd chose to recast the strategy that Fiorina had in place, but to make it more concrete, Hurd offered specific visionary purposes. Again Hurd has

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    Business Morals

    luxury nor an option. There is a growing impatience within society with selfish and irresponsible actions that impoverish some, while enriching the crafty. Hewlett Packard demonstrated its commitment to ethical integrity under the leadership of Carly Fiorina. The former CEO of Hewlett-Packard said of her six-year tenure, “Some of the most important choices I ever made were firing people who weren't conducting themselves with integrity” (Weil, 2007). In contrast, R. J. Reynolds Tobacco Company was caught

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    The Most Important Points

    My opinion for John Morgridge and Carly Fiorina in their respective videos. After I watch their videos, I think they are all the most one of the excellent entrepreneurs in the world. Because they make a great contribution to a society, even the whole world. First Let we know their background, and then, we talk about their important point in their videos. Carly FIorina, I find some materials about her background from the Wikipedia." Carly Fiorina (born Cara Carleton Sneed, September 6,

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    The Rise and Fall of Carleton Fiorina Commerce Essay

    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

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    Yo Yo

    com/articles/2015-09-03/should-donald-trump-have-indexed- “But his performance over the whole 41-year period was at least modestly better than the S&P. If you timed the market right, you'd have done better than him”. Trump mocks Fiorina: 'Look at that face!' http://www.politico.com/story/2015/09/donald-trump-rolling-stone-carly-fiorina-213477 “ 'Look at that face!' he cries. 'Would anyone vote for that? Can you imagine that, the face of our next president?!' The laughter grows halting and faint behind him. 'I mean, she's a woman

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    Business Morals

    luxury nor an option. There is a growing impatience within society with selfish and irresponsible actions that impoverish some, while enriching the crafty. Hewlett Packard demonstrated its commitment to ethical integrity under the leadership of Carly Fiorina. The former CEO of Hewlett-Packard said of her six-year tenure, “Some of the most important choices I ever made were firing people who weren't conducting themselves with integrity” (Weil, 2007). In contrast, R. J. Reynolds Tobacco Company was

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    Transformation Leadership in Hp Cor.

    …………………………………………………………………4.1.1 Lewis Platt ……………………………………………………………………………4.1.2 HP's Carly Fiorina: The CEO of HP …………………………………………………4.1.3 HP's Carly Fiorina: The Transformation leader ……………………………………...4.2 Hp Transformation ……………………………………………………………………………….4.2.1 Transformation Under Fiorina ……………………………………….........................4.2.2 The Company Struggles …………………………………….......................................4.2.3 Fiorina Announces a Merger …………………………………………………………4.2.4 HP’s Position on the Merger

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