What Can Weaken or Destroy Organizations’ Souls

David B. Zenoff

Chapter Chapter 6 in The Soul of the Organization, 2013, pp 83-97 from Springer

Abstract: Abstract The immediate aftermath of the sudden, surprising, and somewhat mysterious departure of Mark Hurd as Hewlett-Packard’s CEO in August 2010 included press allegations of how unpopular Hurd had been among longtime HP employees and executives. The New York Times reported that Hurd had “systematically destroy[ed] what had always made HP great … [by] ‘chopping R. & D.,’ which had always been sacred at HP.” The article also discussed “Mr. Hurd’s dictum that HP executives resign from all civic boards, as well as his decision to cut off many of HP’s philanthropic activities.” “HP had always been a model corporate citizen,” said Charlie House, a former longtime HP engineer. Plus, he continued, “Mr. Hurd was incredibly rude and demeaning, and relied on the fear factor … He was wrecking our image, personally demeaning us, and chopping our future.”

Keywords: Mutual Fund; Investment Banking; Technology Stock; Wealth Management; Audit Client (search for similar items in EconPapers)
Date: 2013
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-1-4302-4966-5_6

Ordering information: This item can be ordered from
http://www.springer.com/9781430249665

DOI: 10.1007/978-1-4302-4966-5_6

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().