...After reviewing Case Study 1, debate if and how Xero's promotion of women and minorities improved its profitability in the marketplace. According to the case, Xerox is number nine in the Fortune 500 but the Fortune 500 is based upon profit not equality. Also the case study about Xerox shows me that they as an organization increased employee diversity which in return increases performance. Management may have improved by Xerox managerial workplace but what about the product line, R&D or even transportation or distribution center. Equality should be across the board not just among management. Discuss how the concepts of reasonable accommodation and undue hardship underpin the application of ADA principles. Reasonable accommodation is based on case law that the accommodation cannot harm the financial health of the company but conversely an accommodation is required to perform the job not creating the job. For example, do you have to stand to work on an assembly line? If a person is in a wheelchair but can do the manual labor based on finger dexterity is accommodation required. I would think so, the job can be performed but a modification to raise the wheelchair may be an easily designed product within the budget of the company. Conversely, lowering the entire or part of the assembly line would be unreasonable due to the costs. Reasonable and unreasonable are going to be part of the HR duties within the company. The company is going to have to make decision...
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...Xerox Case Study In: Business and Management Xerox Case Study Xerox Case Study Introduction Communities of practice tend to be technology based and therefore are likely to bridge the generation gap allowing knowledge sharing between the generations of employees at Xerox. Communities of practice are defined as “groups of people who share a concern or a passion for something they do and who interacts regularly to learn how to do it better” (Wenger, E., 2006). These communities bring employees together through social networking to share wisdom and knowledge of highly experienced workers; this type of information is not that of which you can find in a book or manual, it is of pure experience. Throughout the organization at Xerox, there is a gap between the older and younger generation which is preventing knowledge sharing between the two. This gap between the generations is due to flawed perceptions; meaning both generations perceive the other completely opposite of who they actually are based on stereotypes and other beliefs. C.O. P. & Generation Gap In order to overcome this gap, communities of practice should be encouraged throughout the workplace; this will increase knowledge sharing between generations, especially if a community is set up specifically for that organization and its employees. Different forms of communities might include “face to face meetings, online bulletin boards, blogs or even wiki’s” (Colquitt, J., Lepine, J., & Wesson, M., 2011, p. 258)...
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...Running head: Xerox CASE STUDY Xerox Case Study January 29, 2012 Introduction In 1960 Haloid Xerox founded Haloid Company. After a few name changes and a few years it changed its name to the Xerox Corporation in 1961("Who we are," 2011). Xerox currently operates in 161 countries with over 136,000 employees. Xerox is currently running into a tuff scenario with a large portion of its staff preparing for retirement and the replacement staff all being a bit wet under the years. So Xerox has been considering many different methods of communication to be able to pass the knowledge between the elder members of the workforce and the newer members of the workfoce. Communities of Practice Communities of Practice (CoP) around Xerox may be driven by technology, however without the mentors and mentees of the company; they do not have the opportunity to survive (Nikols, 2003). The members of the CoP are the people who are feeding and utilizing the information provided. These will assist in the generation gap between the multiple generations because this creates an opportunity for Baby Boomers to learn from Gen X’ers and allows Gen X’ers to learn from the Baby Boomers. Since CoP’s are technology driven, the information that is provided by all levels of members is saved in an accessible manner that provides for future review and consideration when needed. There will come a time that the information that the Baby Boomers has provided will be needed and the Baby Boomers will not...
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...Xerox Case Study Introduction Communities of practice tend to be technology based and therefore are likely to bridge the generation gap allowing knowledge sharing between the generations of employees at Xerox. Communities of practice are defined as “groups of people who share a concern or a passion for something they do and who interacts regularly to learn how to do it better” (Wenger, E., 2006). These communities bring employees together through social networking to share wisdom and knowledge of highly experienced workers; this type of information is not that of which you can find in a book or manual, it is of pure experience. Throughout the organization at Xerox, there is a gap between the older and younger generation which is preventing knowledge sharing between the two. This gap between the generations is due to flawed perceptions; meaning both generations perceive the other completely opposite of who they actually are based on stereotypes and other beliefs. C.O. P. & Generation Gap In order to overcome this gap, communities of practice should be encouraged throughout the workplace; this will increase knowledge sharing between generations, especially if a community is set up specifically for that organization and its employees. Different forms of communities might include “face to face meetings, online bulletin boards, blogs or even wiki’s” (Colquitt, J., Lepine, J., & Wesson, M., 2011, p. 258). These communities not only pass information between employees, but also...
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...Company Case XEROX: adapting to the turbulent marketing environment Question 1 Micro environmental factors affecting XEROX: First, “the change” was one important factor affecting XEROX performance at late 1990’s. In this period Xerox failed to adapt itself to the rapidly changing marketing environment. Thus, customers stopped being dependant on the company’s leading products like “stand-alone copiers” to share their documents. The machines by which they could scan documents and customize them were what they needed and wanted. Second, “the competitors” such as IBM, etc. were another factor affecting the company. These companies used to provide more sophisticated document management solutions. And the company also had a very weak PR or customer relation management. Question 2 Macro environmental factors affecting XEROX: First, “the great recession” which depressed the company’s core printing and copying equipments and services severely. And it resulted in tumbling down the sales amount and stock price in the market once again. Second, “the globalization” was the another factor that it made the world become one global village and customers started travelling around the world more frequently. Thus customers found the size and weight of stand-alone copier so difficult to carry with them and also it did not make sense to purchase another copier in anywhere they go. Question 3 The answer of our group is YES Because, the company made the best strategy by focusing on the...
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...Case 4.5 Xerox Corporation 1. Xerox VS. HP Xerox Corporation has been calling itself “the document company” in its annual reports. The company is a leader in global document market. HP has been one of the major competitors of Xerox. HP is a provider of computing and imaging solutions and services for business and home. Through the period of 1997 to 2000, Xerox provide a full line of product and maintenance services of printing and copying equipment to businesses. Its document technology segment offers desktop monochrome and color printers, multifunction printers, copiers, digital printing presses, and light production devices; and production printing and publishing systems for the graphic communications. HP provides products and services to both businesses and individuals. Its printing segment provides consumer and commercial printer hardware, supplies, media, scanning device, software and services; and LaserJet, inkjet and printing, graphics, software and web services. Compare with HP’s wide range of product selections, Xerox offers more in-depth products in copying and printing area. Horizontal analysis is the comparison of historical financial data or financial ratios over a series of reporting periods. A horizontal analysis was conducted for Xerox and HP for the period of 1997 to 2000. Some noticeable differences were found in comparison of the two companies’ results. First, Xerox’s revenue decreased while HP’s revenue increased dramatically over the four years. Xerox...
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...Lesson 2 Case Study Your Name MS510: Human Resources Management Professor Louis Lopez January 27, 2015 Affirmative Action Plan Goals Evidence of Discrimination Introduce material here… Start the first sentence with the purpose statement followed by your introduction. Please post case studies in Turnitin Assignment Drop Box as a MS Word document. Remember, each case study must have the heading listed below and must be answered according to instructions; each heading is worth a percentage of each case grade. This is how I want your paper turned in. The introduction is generally one paragraph. The easiest way to explain this section is to think of it like an abstract or introduction. This section, if written properly, can actually act as the abstract for this paper. It will, in a sense, set up the rest of the paper, which is the review of the case, analysis, recommendations, and the summary and conclusions sections. If there is a second paragraph, it will look like this. An interesting APA fact is that there is only one space after the period. This is difficult for many to get used to and takes practice. The paper should be written in third person narrative. I do not want to see you writing in the first person. Note: I have bolded the required headings that must be present in the paper and please keep bolded. Answer the following questions by applying the concepts learned in Chapter 1. Also, conduct literature reviews on the subject of discussion and use to support...
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...concepts of leadership and management, offers insights about leadership traits, and ends with a discussion about various leadership styles. Lecture, discussion, case analyses and experiential exercises are instructional methods used in this highly interactive module. Objectives 1. To establish a definition of leadership through a historical review. 2. To differentiate between the concepts of management and leadership. 3. To present trait theory and discuss various leadership traits. 4. To evaluate and analyze the different styles leaders use. 5. To apply leadership concepts through case study analyses and experiential exercises. . Session 1 Introductions: Personal and Team Arrangements Powerpoint Presentation: Leadership Activity: Moon Survival (do not complete) Case Analysis: Barry Town: A time to lead, a time to manage (read) Video Vignette: Xerox and Ann Mulcahy (do not read) Session 2 Powerpoint Presentation: Leadership Traits In-class activity: Trait Exercise (do not complete) Video Case Analysis: Bill Campbell and Intuit Session 3 Powerpoint Presentation: Leadership Styles In-class activity: Leadership Grid (do not complete) Case Analysis: Josh Martin (do not read) Leadership Style Video: Styles with Employees Session 4 Oral presentation by teams based on Case Study. Course Assignment Students will...
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...Kodak and the Digital Revolution [pic] [pic][pic]Brief Overview: Kodak is a multinational American corporation which has become a household name most known for its film products. The company has come face to face with many changes due to the digital revolution which has created a rapid changing photography industry. George Eastman began Kodak in 1880 and introduced the first Kodak camera in 1888 coining the slogan “you press the button, we do the rest.” Eastman held a high standard for the company when it came to competition however with many managerial and product line changes, Kodak has slowly fallen behind in the industry. The company has experienced many shortcomings with the most recent trend of digital photography. According to Exhibit 7, from 1998-2002 Kodak was 2nd to Sony in the U.S. for the percent of units sold. The company is now considering layoffs as market share, film sales, and company revenues are down. Problems: § The company is faced with multiple managerial problems. First, the company lacked fresh blood in its management team. All of its CEO’s primarily came from the manufacturing jobs within its own company. This hurt the company overall and put a damper on keeping up with technological changes and competition as “Kodak avoided anything risky or innovative.” Second, when the company finally did add new blood to its management team things still didn’t look up. CEO Kay Whitmore was added in 1990 and changed the focus to “film based technology” such...
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...CONTENTS: CASE STUDIES CASE STUDY 1 Midsouth Chamber of Commerce (A): The Role of the Operating Manager in Information Systems CASE STUDY I-1 IMT Custom Machine Company, Inc.: Selection of an Information Technology Platform CASE STUDY I-2 VoIP2.biz, Inc.: Deciding on the Next Steps for a VoIP Supplier CASE STUDY I-3 The VoIP Adoption at Butler University CASE STUDY I-4 Supporting Mobile Health Clinics: The Children’s Health Fund of New York City CASE STUDY I-5 Data Governance at InsuraCorp CASE STUDY I-6 H.H. Gregg’s Appliances, Inc.: Deciding on a New Information Technology Platform CASE STUDY I-7 Midsouth Chamber of Commerce (B): Cleaning Up an Information Systems Debacle CASE STUDY II-1 Vendor-Managed Inventory at NIBCO CASE STUDY II-2 Real-Time Business Intelligence at Continental Airlines CASE STUDY II-3 Norfolk Southern Railway: The Business Intelligence Journey CASE STUDY II-4 Mining Data to Increase State Tax Revenues in California CASE STUDY II-5 The Cliptomania™ Web Store: An E-Tailing Start-up Survival Story CASE STUDY II-6 Rock Island Chocolate Company, Inc.: Building a Social Networking Strategy CASE STUDY III-1 Managing a Systems Development Project at Consumer and Industrial Products, Inc. CASE STUDY III-2 A Make-or-Buy Decision at Baxter Manufacturing Company CASE STUDY III-3 ERP Purchase Decision at Benton Manufacturing Company, Inc. CASE STUDY III-4 ...
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...beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven economy to a demanddriven economy • To identify all the possible reasons for Korean Air ’s turbulent times and assessing whether they are controllable or not • To critically evaluate Korean Air ’s transformation efforts - in terms of growth, productivity and cost cuts, especially the efficacy of '10,10,10' goal in a family-run business • To identify various challenges...
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...Research Methodologies in Supply Chain Management Herbert Kotzab ´ Stefan Seuring Martin Mçller ´ Gerald Reiner (Editors) Research Methodologies in Supply Chain Management In Collaboration with Magnus Westhaus With 71 Figures and 67 Tables Physica-Verlag A Springer Company Professor Dr. Herbert Kotzab Copenhagen Business School Department of Operations Management SCM-Group Solbjerg Plads 3 2000 Frederiksberg Denmark hk.om@cbs.dk PD Dr. Stefan Seuring PD Dr. Martin Mçller Supply Chain Management Center Institute of Business Administration Faculty of Business, Economics and Law Uhlhornsweg 26111 Oldenburg Germany stefan.seuring@uni-oldenburg.de martin.mueller@uni-oldenburg.de Dr. Gerald Reiner Vienna University of Economics and Business Administration Department of Production Management Nordbergstraûe 15 1090 Vienna Austria gerald.reiner@wu-wien.ac.at Cataloging-in-Publication Data Library of Congress Control Number: 2005924508 ISBN 3-7908-1583-7 Physica-Verlag Heidelberg New York This work is subject to copyright. All rights are reserved, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilm or in any other way, and storage in data banks. Duplication of this publication or parts thereof is permitted only under the provisions of the German Copyright Law of September 9, 1965, in its current version, and permission for use must...
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...contemporary organizational issue you find intriguing. Use one field site or example for the entire paper. Also, be explicit about the level issue. For example, if you are using the concept of personality then it is an individual level issue. A list of concepts and their related levels is provided in a separate document. Focus of paper-related requirements: Outline: Submit a formal outline for your paper, complete with references. The purpose of the outline is to help you organize your content, which also results in increased clarity, improved logic, and better structure of the paper. There may be adjustments from this document to your final paper, but at this stage the paper should not require major revisions. Final Paper: Use a case study format for the structure of your paper. Identify and analyze issues using course concepts, and propose recommendations for the organization you are focusing on. Use of course concepts 1. Use a minimum of 8 concepts for the paper. Include a list of the concepts you used at the beginning of the paper. 2. Briefly define each concept you use within the text (a paragraph or two). 3. For each concept, write a diagnosis at one level (e.g., the person level). For example, you might write “The employee misses work frequently due to stress from conflict with her supervisor.” Note, stress and conflict would require definitions.) 4. For each concept, write a solution or solutions. Identify the level(s) you addressed in Step 2...
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...Calendar Overall for Case-Study Presentation & Mid-Term Exam – MGT 4760 (Strategic Management) Sem 1, 2012/2013 Sec 8 (M-W) No. | Week | Topics | Class Day | Date | Schedule | Details | | 1 | Chapter 1: The Nature of Strategic Management | 1- Mon 2- Wed | 10/912/9 | | | | 2 | Chapter 2: The Business Vision and Mission | 3- Mon 4- Wed | 17/919/9 | | | | 3 | Chapter 3: The External Assessment | 5- Mon 6- Wed | 24/926/9 | | | | 4 | Chapter 4: The Internal Assessment | 7- Mon 8- Wed | 1/103/10 | Quiz 1 (Chapter 1.2.3) | | | 5 | Chapter 4: The Internal Assessment | 9- Mon 10- Wed | 8/1010/10 | | | | 6 | Chapter 5: Strategies in Action | 11- Mon 12- Wed | 15/1017/10 | | | | | BREAK(22/10 – 28/10) | 13- Mon 14- Wed | 22/1024/10 | | | | 7 | Chapter 5: Strategies in Action | 15- Mon 16- Wed | 29/1031/10 | Case Presentation Session 1Case Presentation Session 2 | Group 1:L: Lia Hilaliah (Case Study 3)Group 2:L: Mas Syairah bte Mohamad (Case Study 5) | | 8 | Chapter 6: Strategy Analysis and Choice | 17- Mon 18- Wed | 5/117/11 | | (Mid-Term Exam 7/11 Wednesday)Seminar Room 1.1 | | 9 | Chapter 6: Strategy Analysis and Choice | 19- Mon 20- Wed | 12/1114/11 | Case Presentation Session 3Case Presentation Session 4 | Group 3:L: Mohamed Sheikh (Case Study 9) Group 4:L: Izzati Nor binti Salleh (Case Study 14) | | 10 | Chapter 7: Implementing Strategies: Management and Operations...
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...ARCTIC MINING CONSULTANTS Case Synopsis Arctic Mining Consultants is a mining company that deals with mineral exploration. In this case study, the project given is staking 15 claims in Eagle Lake, Alaska. The project Manager was Tom Parker, who has a wide experience and specialized knowledge in all nontechnical aspects of mineral exploration. He is a geological field technician and field coordinator for Arctic Mining Consultants. He assigned his previous field assistants John Talbot, Greg Boyce and Brian Millar to help him complete the project. The job required them to stake at least 7 lengths each day in order to be completed on time. However, the whole team has became very tense and agitated, especially Tom Parker, as the deadline was just around the corner and there’s still many to be finished within the limited time. The problem became worse with the way Tom managed and treated his team. The only motivation to the team was the $300 bonuses promised by the company when the job is done on time, otherwise, they might wished to give up already. This happened because working as a field assistant and in long-working hours only giving them low wages, which is considered unreasonable compared to what they have to do. During the eight hard days, everything had actually proved the strengths and weaknesses of each of the team members, including Tom. Case analysis symptoms 1) What symptom(s) exist in this case to suggest that something has gone wrong? The symptom(s) to suggest...
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