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The HP Way: How Bill Hewlett and I Built Our Company (Collins Business Essentials) (平装)
by David Packard
| Category:
Innovation, Business success, entrepreneurship, Technology |
| Market price: ¥ 158.00
MSL price:
¥ 148.00
[ Shop incentives ]
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| Stock:
Pre-order item, lead time 3-7 weeks upon payment [ COD term does not apply to pre-order items ] |
MSL rating:
 Good for Gifts |
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AllReviews |
1 Total 1 pages 6 items |
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Amazon.com (MSL quote), USA
<2008-02-27 00:00>
In a dry fashion, Packard tells the true story of the mighty Hewlett-Packard Company: Two college buddies begin a partnership by producing an audio oscillator in a Palo Alto garage in 1938 and wind up 60 years later with a $25-billion-dollar electronics company on their hands. He wraps the book up tidily with a timeline of the company's development milestones. Packard chalks up success to many things, including government contracts during wartime, but mostly to the company's management outlook ("The HP Way"), which champions openness, honesty, and flexibility throughout the organization. Entrepreneurs and technologists alike will be interested in this journey of an American giant. Packard's tone sometimes veers toward the self-congratulatory, but in this case, it somehow seems justified. |
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Library Journal (MSL quote), USA
<2008-02-27 00:00>
Hewlett-Packard is a high-tech company with over $25 billion in sales; the Hewlett-Packard way has obviously been quite successful. Here, one of the company's founders tells the story of its growth. Packard frequently becomes nostalgic, such as when talking about his first vacuum tube. He explains why Hewlett-Packard follows strong management practices: management by objectives, educational subsidies for employees, profit sharing, and giving authority to employees closest to the customers. Packard also served as a Defense Department official and in doing so chose to give $20 million to charity to avoid ethical conflicts. The company history Packard relates is, however, an uncritical review. The cassettes, narrated by Martin Bookspan, are of limited use because they offer little discussion of ideas that a person in business might adopt. Not an important purchase.?Mark Guyer, Stark Cty. Dist. Lib., Canton, Ohio
Copyright 1995 Reed Business Information, Inc. |
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AudioFile (MSL quote), USA
<2008-02-27 00:00>
The history of the the Hewlett Packard company will attract HP devotees, but Bookspan's formality and Packard's pomposity will not win new listeners. R.F.W. (c)AudioFile, Portland, Maine |
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Booklist (MSL quote), USA
<2008-02-27 00:00>
More than 50 years ago, when California's Santa Clara Valley was known by the mountains that formed it rather than by the silicon-based technology utilized by the many companies that proliferated there, electronics giant Hewlitt-Packard was born in a Palo Alto garage. As the company expanded, founders David Packard and Bill Hewlitt maintained their management style, which was influenced in part by a laid-back California culture and came to be known as the "HP way." Elements of their "way" are included in much of today's popular management philosophies: listening to customers, trusting employees, decentralizing, being sensitive to social responsibility, etc. Here Packard offers reminiscences of how, as his subtitle indicates, Bill and he built their company. Much more personal than standard corporate histories, Packard's book provides insights into managing and motivating people and inspiration for would-be entrepreneurs. David Rouse |
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New York Times Book (MSL quote), USA
<2008-02-27 00:00>
An unswerving chronology of the life and most good times of Hewlett-Packard, from its notional beginnings . . . to its luminous present. |
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Pete Lee (MSL quote), USA
<2008-02-27 00:00>
This book is a simple, yet profound, guide to cultivating a healthy corporate culture--the basis for a creative, profitable company. The beginning chapters may be confusing to some (the synopsis of Bill and Dave's early life stories). However, I found a subtle message: the importance and benefit of a work/life balance to one's well being. This component seems to be slowly draining away from corporate cultures, and I'm positive that the results will be disastrous. I'm hoping we don't get to that point. The work/life principle, along with others, forms an incredible methodology for leadership. Fans of Deming, Drucker, et al., will be thoroughly pleased.
Anyone who might be depressed because they are criticized for conscientious management or treatment of fellow employees should read this book: they'll discover that their attitudes will prevail.
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1 Total 1 pages 6 items |
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