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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. --This text refers to an out of print or unavailable edition of this title.

ACKNOWLEDGMENTS

FOREWORD by JiM COLLINS

Speech by DAVE PACKARD to HP Managers

PROLOGUE

Chapter　1

　Pueblo to Stanford

Chapter　2

　Friendship with Hewlett

Chapter　3

　Garage Becomes Workshop

Chapter　4

　Gaining More Space

Chapter　5

　From Partnership to Corporation

Chapter　6

　Growth from Profi't

Chapter 7

　Commitment to Innovation

Chapter 8

　Listening to Customers

Chapter 9

　Trust in People

Chapter 10

　Growing the Organization

Chapter 11

　Managing the Organization

Chapter 12

　Responsibility to Society

EPILOGUE

Appendix

　Historal Highlights of Hewlett-Packard Company

Appendix 2

　Product Innovation at HP

Appendix 3

　Vintage Charts

INDEX

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给新产品定价是一项很重要、很具有挑战性的工作。一个新产品投入市场时往往定价过低，短时间内无法带来丰厚的利润。有一种想法，认为“低压成本，这样就能获得不错的利润”。

企业要想做大限度的实现效率，获得成功，必须达到一些要求。其中一个要求就是，要挑选能力最强的人负责企业内部的每项任务。技术型公司尤为如此，由于发展速度太快，必须要开展和保持继续教育项目。今天重要的技术，明天就会过时。企业中的每个人都必须不断地寻找更好的新方法去完成工作。

目标管理(MBO)与控制式管理正好相反。后者指的是严格控制的军事化管理方式，在这种方式下，员工被委以特定的工作，上级告诉他们怎么做，他们就要怎么做，而且无需了解公司的总体目标。而目标管理指的是明确说明整体目标，取得共识，并为员工提供灵活性，让他们按照他们所认为的其职责范围内的最佳方式，朝着这些目标努力。这就是分权管理的理念和自由企业的精髓。

惠普经理人肩负着一个重要的职责，那便是挑选和培训潜在继任者。继任者的管理问题对一家企业的高层特别重要，在这个等级，经理人可能要负责大范围的复杂活动，会涉及数百万美元的资金和数千人的工作成果。

我们来更为具体地说一说惠普的目标。第一目标就是在电子仪器领域持续发展。惠普并不打算转战其他领域，至少在可以预见的未来不会这么做。惠普的仪器进入了科学领域、研发实验室。在生产测试应用设备领域，我们的产品也及其关键，在这样的领域内，人们需要仪器去测试他们所生产产品的质量。

在我看来，弹性工作制的实质是对员工的尊重和信任。它表明，我们既意识到员工有自己忙碌的个人生活，又相信他们能和上级、工作团队一起制定既方便个人、对他人来说又不失公平的时间表。

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Much more personal than standard corporate histories, David Packard's The HP Way provides insights into managing and motivating people and inspiration for would–be entrepreneurs. This bestselling classic joins the Collins Business Essentials line–up with a new Note from Steve Jobs. From a one–car–garage company to a multibillion–dollar industry, the rise of Hewlett–Packard is an extraordinary tale of vision, innovation and hard work. Conceived in 1939, Hewlett–Packard earned success not only as a result of its engineering know–how and cutting–edge product ideas, but also because of the unique management style it developed – a way of doing things called 'the HP way'. Decades before today's creative management trends, Hewlett–Packard invented such strategies as 'walk–around management', 'flextime', and 'quality cycles'. Always sensitive to the needs of its customers and responsive to employee input, Hewlett–Packard earned massive steady growth that far outshone its competitors' vacillating fortunes, even with radically different products from those responsible for its initial boom. For entrepreneurs and managers alike, the wisdom found in these pages is invaluable if they want their businesses to gain steady growth and consistent success.