...in Decision Making: The CEO and Organizational Culture Profile at Xerox Corporation Johan Patel Dr. Carla Henryhand BUS520: Leadership and Organizational Behavior November 30, 2014 Introduction What is a company that comes to mind when thinking of a world-wide leader in office printing and supplies? Xerox Corporation is the leader in business process and document management solutions. They provide goods, such as printers, copiers, and fax machines, as well as services, such as document management, solution planning, and application design and development services (Professional Support Services, 2010). They are located in 180 companies and provide these goods and services throughout the world. Culture The culture that is present at Xerox Corporation is unique to those of its competitors. The CEO for the company is a female that has been with the company for a long time and it is rare to see females in that type of leadership role. Also, Xerox has over 140,000 employees all over the world and that gives them a cultural edge over the competitors (Xerox Diversity, 2009). With the different goods and services that Xerox provides, they have multicultural expertise in fields such as healthcare, IT, transportation, document management, and HR. Also, by bringing in cultural differences into the company, they are able to get different viewpoints of how things might be more effective if done a certain way. Xerox has made three commitments to better their business and to become...
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...assignment, our team was to get together and reflect on the findings from the video: Xerox CEO. After reviewing the videos, we discussed several striking moves that Xerox made under the leadership of CEO Anne Mulcahy. We talked about the hardships that the company went through and the decisions that were made to fix the problems that existed within the enterprise. We talked about the drive and determination that you would need to be a CEO, especially in tight situations. We also discussed how some CEO's are brought into the company with existing problems which puts them into a situation that shows their true leadership skills. When Anne Mulcahy became the CEO of Xerox, she was brought into a world of conflict and strife. Inheriting a disastrous mess and the company drowning in debt Xerox was tottering on the brink of bankruptcy in Chapter 11. The corporation had over $17 billion in debt and had accounted losses in all of the previous six years. A radical reorganization of the sales force of companyShead not gone as per to plan. Customers were sad, and the financial system had started to weaken. Above all of that, Xerox established itself in the center of an extended inquiry by the Securities and Exchange Commission of accounting indecency in its unit of Mexico. The conflict was definitely one of the characteristics of management that Mulcahy dealt with when she became the acting CEO of Xerox. Mulcahy had been with the company Decision-Making Analysis Discussion Summary...
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...XEROX CORPORATION “SWOT is an acronym for the internal strengths and weakness of a firm and the environmental opportunities and threats facing that firm. SWOT analysis is a widely used techniques through which mangers create a quick overview of a company’s strategic situation. The technique is based on the assumption that an effective strategy derives from a sound “fit” between a firms internal resources ( strengths and weakness) and its external situation ( opportunities and threats) a good fit maximizes a firm’s strengths and opportunities and minimizes its weaknesses and threats. Accurately applied, this simple assumption has powerful implications for the design of a successful strategy. XEROX CORPORATION XEROX CORPORATION is a supplier of photocopier’s, printers, and other document systems. It also offers document management services and customized solutions. The company provides one of the document industry’s broadest portfolio of offerings. Digital systems include: colour as well as black- and - white printing and publishing systems, digital presses and book factories. Multifunctional devices, laser and solid ink network printers, copiers and fax machines. Xerox also offers associated software, support and supplies such as toner, paper and ink. The company primarily operates in the U.S. It is headquartered in Stamford. Connecticut and employs about 54,000 people. XEROX CORPORATION STRENGHT’S, WEAKNESSES, OPPURTUNITIES AND THREATS (SWOT) LOCATION OF FACTOR INTERNAL...
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...Xerox: Adapting to the Turbulent Marketing Environment Q1 & Q2.) What microenvironmental/macroenvironmental factors have affected Xerox’s performance since the late 1990s? For many decades after its inception Xerox as a company faithfully understood its own identity, and was highly successful in the photocopying industry that it created. Around the late 1990’s a shift in the industry began to occur, as business transitioned away from the need for exclusively physical copies of documents, moving many of these files into digital databases. The internal culture of Xerox did not entirely comprehend the implications of these changes as they began to occur and subsequently did not adapt to meet their clients new needs fast enough. The resulting aftermath was that Xerox’s market capitalization fell dramatically, from an exceedingly valuable business just a few years earlier, to the point where the business was on the brink of bankruptcy. To combat the rapid decline of profitability, the internal environment of the company needed restructuring, and the focus of the entire organization was required to change. The workforce was nearly halved to 55,000 people resulting in a return to profitability within a reasonable timeframe, and concurrently a new direction was identified. Xerox acknowledged the needs of their customers in adopting their new document management and services focus, much of this approach involved delivering more value to their customers by reducing the cost of consolidating...
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...Xerox Corporation was founded in 1906 in Rochester, New York. Xerox manufactures and sells a wide range of color and black-and-white printers, multifunction systems, photo copiers, digital production printing presses, and related consulting services and supplies. Xerox is headquartered in Norwalk, Connecticut. Barry D. Romeril, Xerox’s chief financial officer (CFO) and Paul Allaire, Xerox’s chairman and corporate executive officer (CEO) were leading Xerox through a difficult period in the late 1990’s. During this time Xerox was faced with tough competition from foreign markets while losing a large portion of their small copier business to desktop printers. During this period, Xerox also lost millions of dollars on their diversification effort into insurance and financial services. In spite of that, Mr. Allaire and Mr. Romeril continued to keep Xerox’s stock prices and earnings high. By the mid-1990s Xerox management had decided they were going to have their accountants come up with creative accounting if they were going to continue to show the Wall Street and their stockholders that they were still able to meet their earnings expectations (SEC Release No. 18174, 2003). Xerox revealed in 2002 that over the last five years prior to 2002 it had improperly classified over $6 billion in revenue which led to an overstatement of earnings by $2 billion. The Securities and Exchange Commission (SEC) was investigating Xerox and it charged the company with accounting manipulations...
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...Licensed to: CengageBrain User Licensed to: CengageBrain User This is an electronic version of the print textbook. Due to electronic rights restrictions, some third party content may be suppressed. Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. The publisher reserves the right to remove content from this title at any time if subsequent rights restrictions require it. For valuable information on pricing, previous editions, changes to current editions, and alternate formats, please visit www.cengage.com/highered to search by ISBN#, author, title, or keyword for materials in your areas of interest. Copyright 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part. Due to electronic rights, some third party content may be suppressed from the eBook and/or eChapter(s). Editorial review has deemed that any suppressed content does not materially affect the overall learning experience. Cengage Learning reserves the right to remove additional content at any time if subsequent rights restrictions require it. Licensed to: CengageBrain User Organization Theory & Design, Eleventh Edition Richard L. Daft With the Assistance of Patricia G. Lane Vice President of Editorial, Business: Jack W. Calhoun Publisher: Erin Joyner Executive Editor: Scott Person Developmental Editor: Erin Guendelsberger Sr. Editorial Assistant: Ruth Belanger Marketing Manager: Jonathan...
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...Corporate Analysis Strategy MGT/230 February 16, 2015 Dr. Erica Robinson Corporate Analysis Strategy Corporate strategy is the overall scope and direction of a corporation and the way in which it's various business operations work together to achieve particular goals ("Business Dictionary", 2015). My team and I collectively agreed that each CEO had an overall goal of diversifying their company and increasing profits. The videos were short, but they offered a lot of insight into the struggles each CEO had to face to remain profitable. I will summarize each video and outline the corporate strategy used by the CEOs. Coca-Cola Nevelle Isdel never aspired to become CEO of the company, he just wanted to do the job he was hired to do. Mr. Isdel retired to the south of France in 2001 after 35 years with Coca-Cola. The board asked him to return after the two prior CEOs were unsuccessful. They wanted him to focus on driving sales and concentrate on acquiring new brands. In his plan to drive the company forward, Mr. Isdel did not feel the need to venture into the same businesses as his competitor, Pepsi. Pepsi had branched out from carbonated drinks to snacks foods like Frito-Lay. Mr. Isdel decided to remain faithful to the brand and introduced two new beverages, Coke Black, and a carbonated green tea, Enviga. Mr. Isdel's degree in social work shows he has compassion, and that spans across the work he does as an activist and within the community...
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...on XEROX JOYCE D. DERRY MGT/521 FEBRUARY 13, 2014 UNIVERSITY OF PHOENIX SWOT Analysis on XEROX Xerox Corporation Xerox Corporation was found in 1906 as the Haloid Company in Rochester, New York. The Haloid Company was involved in manufacturing photographic paper and equipment. In 1961, its name was changed to Xerox Corporation. The first xerographic image was created by Chester Carlson (October 22, 1938), a patent attorney & part time inventor in his lab in Astoria, Queens, in New York City. Initially, his invention could not get success. In 1944, Carlson received patent for electrophotography, which was later called xerography. 1947 was the year when The Haloid Company acquired the license for using the invention of Carlson in its copying machine from Battelle Development Corp. of Columbus, Ohio. After some time, Haloid received full rights of Carlson's invention for using it in its copying machines. In 1948, Haloid get the word 'Xerox' trademarked. After the initial success, Haloid changed its name to Haloid Xerox Inc. in 1958, and later it was changed to Xerox Inc. in 1961 (Online Fact Book, 2009). Business Xerox Corporation is involved in manufacturing, supplying and servicing a number of document equipment, services and software solutions. Today, Xerox Corporation is supplying a variety of digital systems such as printing (color & black/white) & publishing systems, fax machines, digital presses, solid & laser ink printers, copier systems, multifunctional...
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...Ursula M. Burns isn't one to savor victory—even if it's being the first African American woman to lead a major U.S. corporation and the first female CEO to take the reins from another woman. Within days of being named chief executive of Xerox (XRX) she was on a plane to Europe. The mission: a 30-day tour to meet with staff outside the U.S., where Xerox has almost half its sales, and discuss ways to get customers buying again. "I think the celebration of her announcement ended about 60 seconds after the e-mail went out," says Clarke Murphy, a recruiter at Russell Reynolds. Burns, 50, has a war to fight. Xerox, a brand so synonymous with copying that its name long ago became a verb, faces a brutal business outlook. Customers are buying less equipment. Prices keep dropping. Managers are curbing paper use for cost-saving and environmental reasons. While departing CEO Anne M. Mulcahy, 56, pulled the $17.6 billion-a-year copier giant from the brink of bankruptcy and restored profitability, her successor has much to do. Burns will find herself battling competitors with stronger balance sheets and more heft as the industry consolidates. The Norwalk (Conn.) company's sales dropped 18% in the first quarter, to $3.6 billion, producing a profit of only $49 million. The stock, trading at more than 14 a share in September, is now less than half that. And yet expectations are high as Burns ascends to the CEO post. Executives inside and outside the company speak of her deep industry knowledge...
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...leader will use to influence their employees. There are four types of influence processes which are high-control innovator, status quo guardian, participative innovator, and process manager. There are six factors that could affect these influence processes, which are environment, structure, leadership, technology, strategy, and culture (Nahavandi, 2006). Ursula Burns, Rodney O’Neal, and Kenneth Chenault are three leaders with different leadership skills. The influence processes leaders use to impact their organization are direct decisions, allocation of resources, reward systems, selection of other leaders, promotions, and role modeling. The direct decisions that a leader will deal with include various aspects of the organization’s shape, vision, mission, and culture. The allocation of resources is one of the most powerful effects of top managers; a leader has the final decision for the allocations. The reward systems are formal and informal and impact to culture of the organization and the behavior of its members. The selection of other leaders through promotions or new employees is an important part of being a leader because they will work closely with you. A leader is a role model in their company, how they act and react will set the mode for...
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...| P. S. Gill (Bunty) | | Address | : | 1-A, Shagun Plaza Basement, Sapru Marg, Lucknow. | | Contact Numbers | : | +91- 9453140404, 9369072607, 9161345404 | | E-mail Id | : | prabhudeepsinghgill@gmail.com | | Website | : | www.manasrccopier. | Xerox Machine Dealers, Charbagh Results. Compare Top Results Shreem Enterprises Photocopier Dealers, Repairs And Services Charbagh, Lucknow Repairs And Services Cinemax Enterprises Security Systems & Devices Dealers, Photocopier Dealers, UPS Dealers, Audio Video Equipment Dealers, 1 KVA to 500 KVA UPS Dealers, LCD Projectors Indira Nagar, Lucknow Offline UPS, Online UPS, Sales, Amaron,APC, BPE Digital Business Solutions Photocopier Dealers, Computer Peripherals & Accessories Dealers, Consumables & Cartridges, Printer Gomtinagar, Lucknow Repairs & Services,Sales Rishi Business Photocopier Dealers Kaisar Bagh, Lucknow Tahir Enterprises Photocopier Dealers Sapru Marg, Lucknow Aim Communication Centre Photocopier Dealers Rana Pratap Marg, Lucknow Shashank Sales Corp -Xerox Centre Photocopier Shop No-9,Agarwal Market,Opp Mehra Cinema,35,Gwyne Road,Aminabad, Lucknow-226018Photocopiers Colour Xerox | * Contact Us * Send Enquiry | Adarsh Copiers -Photocopy,Computer Type,Lamination,Fax,Mobile Recharge Card,Memory Card Loading Photo Lamination & M Ugf-32,33 Lucknow Plaza,Nazirabad, Lucknow-226018Photocopiers Lamination Photocopying/ Cyclostyling/ Duplicating...
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...Assignments for Tuesday: 1. Read the article on Xerox and the Management Fiasco. Bring a write-up of the following: (Typed; proper grammar, sentence structure and punctuation.) * Describe the behaviors of Xerox management noted in the article. * How do you believe the behaviors of the management team contributed to the issues the company faced in 2000? 2. Find/print a news article on a topic you believe is relevant to Organizational Behavior. Provide a brief summary of the key points of the article and how you believe this content is relevant to OB. (Concept Application #1) | | | | | | | | COVER STORY | | | | | | Xerox: The Downfall The Inside Story of the Management Fiasco at Xerox One morning last May, G. Richard Thoman arrived for work to find an urgent summons from Paul A. Allaire, the man he had replaced as chief executive of Xerox Corp. (XRX) just 13 months earlier. Allaire, who had remained as chairman, was waiting next door in his office at Xerox headquarters. A man of few words even on happy occasions, Allaire delivered the bad news without preamble. He said that Thoman's colleagues had lost confidence in him and that the next afternoon the board would announce his resignation. In other words, Thoman, who had left IBM in 1997 to join Xerox as heir apparent to Allaire, would be out of a job in about 30 hours. Thoman was livid, but obligingly fell on the sword Allaire handed him. Late the next day, after the board had announced Allaire's...
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...Question 1 Outline the management control system at Xerox. What are the key elements that make the system work? Management control system prior 1980 Xerox focused more on accuracy and rigid systems rather than listening to the customer’s need and preference. For them, their business activities have to operate according to their business plan. The controllers were the numbers people and there have been never sufficient data or analysis to support management decision. Xerox also did not take care of the employees’ welfare and neglect to the good ideas from them. Therefore, some good people left the company. The corporate reporting and planning process was very long and bureaucratic, with more detail than most managers could absorb. Even worse, the reporting formats were not consistent between divisions that lead to the difficulty for the management to make decisions and analyze data. Management control system after 1980 David Kearns who was newly appointed as the chairman in 1982 was well aware of the problems faced by Xerox and hence developed a corporate revitalization plan called “Leadership through Quality” (LTQ). This plan emphasized on three major components which are; employee involvement, competitive benchmarking and the quality improvement process. Employee involvement as mentioned in LTQ is the problem solving process that uses quality circles, people empowerment, Ishikawa’s fish bone chart, and other tools. Competitive benchmarking is a standard for comparing...
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...Scanners and Xerox This paper will identify the multiple business pressures on Xerox and describe some of the company’s response strategies. Also it will identify two roles of IT first as a contributor to the business technology pressures and secondly as a facilitator of Xerox’s critical responses activities. Identify the multiple business pressures on Xerox and describe some of the company’s response strategies. In the beginning Xerox with its introduction of the Xerox 914 automatic, plain paper copiers) Xerox was empire of the copying industry (Xerox, 2014). With all they had accomplished Xerox had a unique position in the industry. What they did was synonymous with what they performed. In any company to say “I am going to make a Xerox “was a common place. Xerox as time passed new technology and new entrants in the industry began to arise. Between 1995 and 2010 the digital world's challenge for Xerox began to impact the company in a way that they seem to be struggling in with staying vital Domination over Xerox's empire of paper, and paper copiers, seemed inevitable (Scott D. Anthony, 2011). Xerox was stammering with the fierce competition of the Japanese .Xerox was facing extinction and they were in debt. They were in trouble with the Securities and Exchange Commission (SEC) and they had fallen behind in keeping up with the movement of updating with new technology its copiers. , Xerox failed to create growth in new markets, and found itself on the...
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...and Distribution unit of Xerox's Business Systems Group was gaining 3% to 5% a year in productivity not good enough in light of industrywide price cuts in business machines. One solution, benchmarking, measures L&D's warehouse and distribution performance against comparable activities in other industries. Comparing oneself with competitors (as well as with internal units) is useful, but doesn't necessarily get the benefit of the best practice, not to mention the benefit of cooperation. Benchmarking against non-competitors is the answer. After a search, L&D found the best warehousing and materials handling organization was at L.L. Bean, the outdoor-clothing retailer and mail-order house. With Bean's cooperation, L&D benchmarked its operation against the best and learned a lot. By looking closely at the operation of Bean and other noncompetitors, L&D has raised its productivity 10% each year and gained a better position against its real competition. BODY: One way to judge the performance of an organization is, of course, to compare it with other units within the company. But these measurements often merely reinforce complacency or generate "not invented here" excuses. Comparisons with outsiders, however, can highlight the best industry practices and promote their adoption. This technique is commonly called "benchmarking," a term taken from the landsurveying practice of comparing elevations. When Xerox started using benchmarking in 1979, management's...
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