Xerox Case Study

An analysis of Cabral’s Life and Death Among the Xerox People: Progression of Technology and Mechanized Life

The culture of team is weak, as there are no established norms and values or ground rules. As such, there was a discrepancy in the development of the team during the norming stage, as discussed previously. The team also engaged in a cultural clash in terms of industry areas, country/ethnic differences, and subcultures. The MGI founders related to a creative and artistic industry, while the students were business focused. The cultural differences manifested themselves in terms of language and expectations. And finally, within the subgroups were individual subcultures, which lead to a difference in values, roles, purposes, and goals especially when disagreements between these subcultures occurred (Hofstede, 1998). Multicultural teams can be more

Jack Early was recently hired to be one of the higher-level managers. Jack had completed his M.B.A at one of the more well-known universities, and applied his knowledge and training, that he gained in school, to his work at Rockmont. He made such a good impression in a relatively short period of time, that he received many commendations and an early salary adjustment.

According to Xerox Chairman & former CEO, Anne M. Mulcahy, diversity is not just about race, gender, age, sexual orientation or disability. She and the staff believed that diversity provide an environment for employee to grow for their fullest potential. Employee with different ways of

Transnational organizations also have flexible and ever-changing structures. Their managers incorporate innovation and strategies for the corporation as a whole. Unification and coordination goals are achieved by corporate culture, shared values, vision, and management style. It offers a high level of differentiation, while ensuring that a global organization can coordinate activities and transfer knowledge across various functional areas and geographies (Daft, 2010).

Van Spronsen’s decision could have a huge impact on Herman Miller and SQA. Some of the pros of taking the new position include a possibility of making a larger financial impact at the corporate level for Herman Miller, and a way for Van Spronsen to showcase his expertise and excel his career in a bigger, more demanding environment. Some cons of Van Spronsen taking the new job is that it could have a negative impact on SQA, it is uncertain if SQA’s process will work in the larger structure of Herman Miller and finally to be successful he must bring other employees with him and they may not want to change positions.

3. What advice would you give Hudson concerning long-term management of Kodak’s “networked” IS organization?

Extensive experience within effective motivation of personnel to advanced levels of performance, productivity and professionalism, successfully structuring highly dynamic and focused teams.

* Building a corporate infrastructure, a strong global management team that possesses skills, vision and culture conducive to meeting the organizations goals.

As the CEO of Xerox Ursula Burns demonstrates many strengths and weakness, some of which stand out more than others. Ms. Burns is very innovative not only in her leadership style, but also in the products and services the company now offers. Last year in 2012,

Xerox hopes to avoid mistakes of the past by having “a system to prevent technology from leaking out of the company”, according to Robert V. Adams, president of XTV. They have a $30 million dollar fund to support this intrapreneurial activity. It has supported a dozen start-ups thus far, only two having failed. These are extremely promising numbers, with 83% of ventures coming to fruition.

Xerox defines diversity as a priceless resource and a key to their success. It more than just race or gender. By incorporating in a company like xerox different cultures and ways of thinking it expands the mind set of the company and leads toward creating innovative solutions and business opportunities (Xerox).

In the case “Managing a Global Team: Greg James at Sun Microsystems, Inc. Tsedal Neeley states that lack of inappropriate communication, leadership and decision-making is root of the crisis of HS Holdings. Overall, cultural diversity is based on the idea that cultural identities should not be discarded or ignored but rather maintained and valued. In view of this, diverse cultural differences can result in organizational problems. Firstly, identify your techniques to manage his global team and recognize the root of problems. Secondly, identify you should be responsible for the crisis of HS Holdings because of miscommunication and improper leadership. Thirdly, defining the important role of open work environment and diversity play in the case in order to focus on improvement of this two. Fourthly, finding out short-term development and long-term development for James to match solving organizational problem. At the end, summing all findings in a conclusion . Mentioning Greg, he is an unquestionable technical elites. After he earned a Bachelor of Science in Computer Engineering from Stanford University, he chose to work for the Sun Inc. Within four years, he had risen in the Data Protection and Recovery Department. Five years later, he achieved the Sun outstanding Manager award. (Neeley and Delong 5) Now, James works on a global team management position where he is struggling with team management. Within the team there was a lot of stress being built up

It was soon apparent that there was not much profit in just selling computers, so Cohn undertook to tram Pam and himself in the installation and service of NovellTm computer networks. This broadened the base of the business considerably, In order to further use his resources, Colin became the local Xerox distributor and EduComp became the sales agent.

Major advantage with this option is the fact that Xerox operates in the market it fully knows, dominates and controls. As a market leader, having gained clear edge over main competitor IBM, Xerox can consolidate its position with the introduction of innovative new product "Book-In-Time solution" that could significantly reduce the publishing costs.