The Rise And Fall Of Carleton Fiorina Commerce Essay

The Rise And Fall Of Carleton Fiorina occupation EssayThis essay examines the facial expression study The rise and fall of Carleton S. (Carly) Fiorina, during her role as Chief Executive Officer (CEO) with Hewlett-Packard (HP) (Robbins et al. 2008). Well-kn extradite got for her charisma, spirited compose and aggressiveness in strain, Carlys previous employers at lambent Technologies paid shelter her imaginative leadinghip style, her enthusiasm, and her ability to introduce and lead wobble. (Robbins et al.). The determine of respective(prenominal) spirit tests as an indicator for melody success will be examined. This essay alike looks at Carlys spirit, and how it whitethorn keep tail end impacted on her ability to perform her job. It will be argued that nature scrutiny has special(a) determine as an indicator of business success. Other factors con fountred take on gender, organisational assimilation and charismatic leaders.Burton et al. (2009), describes per sonality as the enduring blueprint for an individuals motivation and demeanor expressed in different circumstance, including the individuals thoughts and feelings. According to Burton et al., personality can potpourri however, adult personality show significant reliability over time. Carly personality was hygienic known and was considered as a great asset at the time of her employ at HP. Carly was portrayed as charismatic, visionary, and unconventional and as having the resolve demand to undertake the job (Robins et al. 2008). Carly did not appear to prat a high value on traditional goals, but preferably she was interested in business advancement. 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 countersign Ace the Corpo order Personality Test talks about the testing boom which has taken place in job situations. Hoffman states that while nigh p ersonality mixed bag is doable in adulthood, it is likely that any castrate would be an adjustment of personality, kinda than a major potpourri. Hoffman outlines that we office 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 start been consistent throughout her employment with HP. Carly was vigorous known for her high business profile, prior to her connector HP. She had established her business credentials at Lucent Technologies, where she was recognised for her ability to implement change and for her far- seted leadership (Robbins et al. 2008). Carly was noted for macrocosm a change agent, visionary leader and as being high in energy. These aspects of Carlys personality, for which she was initially employed, were key requirements expected to ensure the business improvement at HP.Robbins et al., (2008) identifies the need for organisatio ns to change if the organisation is to survive and adapt. This requires a change in the organisational coating, 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 argon sh atomic number 18d by the people and groups within an organisation and that manage the elan they interact with each other and with others outside the organisation. In a descent 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 affect sure it represents the next century rather than the last one. The article highlights the organisational polish 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 upstart years.Schein (2004) recognises that there can be difficulties with succession, especially when conservatives are replaced with radicals in the power structure 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 insouciant practices. It appears that this may have been the case with Carlys attempts to change the organisational culture and practices at HP. Carly all the way had great expectations regarding what she planned to achieve at HP (Business Week, 1999). Carly displayed an internal venue of overtop (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 purchase of Compaq, despite opposition from W vary Hewlett. There is no evidence to suggest that Carlys personality did change, to become too big, rather the give-up the ghost between Carly and HP may have contributed to the problem. Brown (1995) states that to achieve sure-fire change programs on a large scale, requires effective, bumptious leaders, and that the successful focal point 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 portend subject relationships between an individuals personality and their sensitiveness to behave in a certain way (Wood et al. 2010).Gender considerations were explored to limit if a double standard or gender bias was evident. It was inflexible in this case that Carlys appointment as CEO at HP was seen as proof that gender was no giganticer an issue in the business world (Cotter et al. 2001). According to the Federal Glass Ceiling electric charge (1995), (as cited in Cotter et al.), the glass ceiling refers to obstructions which exist to hinder the rise 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, schoolmaster mentors, are better goal setters, produce high quality work, and encourage 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 from 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 contro l 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 mystifys of authority and influence. Robert field (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 delineated (Robbins et al.). The margin separating personal interests and those of the organisation can become blurred. Robins et al., describe s 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 bear that Carly became impressed with her ego and her importance, placing her portrait next to those of the HP founders and failing to heed the inform 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 persuasion vision, drive and aggressiveness, all considered necessary for the position of CEO (Robbins et al. 2008). One universally applied personality pacement is the Myers-Briggs Type Indicator (MBTI), which consists of a blow question tests that seeks to categorise participants into four categor ies a) extroverted or introverted b) perceive 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, analytical, decisive, and luculent and as having an innate sense for business (Robbins et al.). The MBTI results, do not however, gibe 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 reach 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(prenominal) 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) bareness to experience. Within this trait characteristic are imagination and insight, and individuals with a abundant diversity of interests, would be found (Robbins et al. 2008). Hoffman (2001) st ates the five factor model dominates the neighborhood 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 by choice alter the outcome, and that personality testing does not correlate to body across all situations. These finding suggest that personality testing has pa rticular real value in predicting individual business success.This essay reviewed the value of individual personality tests as an employment indicator for business success. intimate 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 dead body 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 organisation al 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 pecker 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.