...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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...FIRST AMENDED COMPLAINT SECURITIES FRAUD Jury Trial Demanded | The Securities and Exchange Commission ("the Commission") alleges for its First Amended Complaint as follows:1. Defendants KPMG LLP ("KPMG") and certain KPMG partners permitted Xerox Corporation ("Xerox") to manipulate its accounting practices and fill a $3 billion "gap" between actual operating results and results reported to the investing public from 1997 through 2000. The fraudulent scheme allowed Xerox to claim it met performance expectations of Wall Street analysts, to mislead investors and, consequently, to boost the company's stock price. The KPMG defendants were not the watch dogs on behalf of shareholders and the public that the securities laws and the rules of the auditing profession required them to be. Instead of putting a stop to Xerox's fraudulent conduct, the KPMG defendants themselves engaged in fraud by falsely representing to the public that they had applied professional auditing standards to their review of Xerox's accounting, that Xerox's financial reporting was consistent with Generally Accepted Accounting Principles ("GAAP") and that Xerox's reported results fairly represented the financial condition of the company. There was no watchdog at Xerox. KPMG's bark sounded no warning to investors; its bite was toothless.2. KPMG's foreign affiliates in Europe, Brazil, Canada and Japan, and even KPMG auditors at Xerox's U.S....
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...Xerox “The technicians in the field, they’re the ones that have the knowledge and experience -- and we’re simply using the BlackBerry to capture that knowledge, and move it into our frontend knowledgebase in an effort to increase its effectiveness.” - Gregg Bullen, program manager, Xerox Corporation Case study : Organization The world’s leading document management technology and services enterprise. Challenge Upgrade legacy mainframe CRM and wireless field service systems to empower front-line employees to have a hassle-free and more productive workday, automate and improve service delivery and enhance company knowledgebase. Solution Deploy a state of the art mobile field service solution to further differentiate company in a competitive market. results Increased productivity and more consistent delivery against customer Service Level Agreements (SLA) across all regions and the creation of a cohesive, centralized IT strategy to simplify, control and future-proof the enterprise mobility infrastructure for long-term ROI. Products and Services Antenna Mobility Platform, AMP Management Center and AMP Service mobile app on RIM BlackBerry smartphones. intrOduCtiOn The Xerox Services division of Xerox Corporation is relentless when it comes to customer satisfaction. The company leverages technology to drive innovation to achieve market leadership. Its goal is to deliver quality and excellence across the board and it seeks out the best technology to build flexible solutions...
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...A profitable and successful business on relies fine-tuning of and constantly adjusting the marketing mix using the marketing management process. In today’s hypercompetitive marketplace, when a firm has the right marketing mix chances for success are very good; if the marketing mix is only marginally successful a firm’s future is in doubt. This paper will briefly describe the marketing management process. Next the elements of the marketing mix are described. Along with each element, examples are provided showing how each part of the marketing mix affects the development of an organization’s marketing strategy and tactics. “The marketing management process is the process of (1) planning marketing activities, (2) directing the implementation of the plans, and (3) controlling these plans” (Perreault, Cannon, & McCarthy, 2009, p. 32). Planning activities include setting objectives, evaluating opportunities, creating marketing strategies, preparing marketing plans, and developing a marketing program. Implementing the plan is putting everything into practice. Controlling the marketing plan after implementation includes measuring results, evaluating progress, and adjusting the marketing mix accordingly. Through the marketing management process as part of defining the marketing strategy, a firm defines its marketing mix. When a firm hits on the right combination of the four Ps of the marketing mix, it will enjoy success. The four Ps are “…controllable parameters likely to influence the...
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...Anne Mulcahy. CEO of Xerox, Anne Mulcahy, is a very successful CEO who started her made her way up the corporate latter starting in sales. Anne Mulcahy was dedicated to the success of Xerox, and had to make difficult decisions in order to make the company see growth in profits again. In order to fulfill her vision of the success of Xerox she had to sell divisions, and lay off employees. All though these were tough decisions to make Anne had to do what was necessary to save Xerox from bankruptcy. Ms. Mulcahy cut a billion in cost in her first year as CEO. She also made the executive decision to put money into new technology as a way of reinventing Xerox. During week two Learning Team A had to answer questions based on this information. Learning Team A discussed how Xerox embraced characteristics of taking risk, and characteristics of managerial decisions. Throughout the discussion it was clear that most of the team members in Learning Team A agreed that Xerox embraced risk taking. The reason for this is that Xerox was on the verge of falling into bankruptcy. In order to save the company Anne Mulcahy had to cut, terminate positions, and sell divisions in order to try and save the company. Anne also put money into new technology, and consulting services. By taking these risks Mulcahy was able to turn it around for the better. These are also characteristics of Mulcahy’s managerial decisions. It is never easy to have to lay off employees, and close departments. In business...
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...ethics, but he will try to explain his understanding of the four functions of management and what he thinks the affects would be to an organization by using his experience as an employee in metal fabrication years ago at Suncoast Non-Ferrous Castings. Although the company is inactive at this time, Jeff will explain what he thinks he would have done to promote the company’s future to keep up with competition (Florida Companies USA, 2014). Jeff spent a couple years working for the aluminum foundry where he made molds for aluminum parts for numerous companies throughout the country. One of the major contracts was with Harley Davidson making numerous crank case decorations and other cover plates. To begin with, Jeff would use the four functions of management by planning, organizing, leading, and controlling the business in the foundry. He would install an Internet system to promote globalization, one of the most important goals of the company, by designing and advertising a website to receive feedback from customers while using technology to develop a platform where a business has the advancement potential to expand worldwide (Bateman, 2011). He would also program the company with a database system like Xerox or a Cloud system to manage and interpret data retained from the ordering and billing divisions of the foundry for technological change using a Back Office Transaction Processing System (Xerox Corporation, 2014). He would then address the importance of knowledge and ideas...
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...ethics, but he will try to explain his understanding of the four functions of management and what he thinks the affects would be to an organization by using his experience as an employee in metal fabrication years ago at Suncoast Non-Ferrous Castings. Although the company is inactive at this time, Jeff will explain what he thinks he would have done to promote the company’s future to keep up with competition (Florida Companies USA, 2014). Jeff spent a couple years working for the aluminum foundry where he made molds for aluminum parts for numerous companies throughout the country. One of the major contracts was with Harley Davidson making numerous crank case decorations and other cover plates. To begin with, Jeff would use the four functions of management by planning, organizing, leading, and controlling the business in the foundry. He would install an Internet system to promote globalization, one of the most important goals of the company, by designing and advertising a website to receive feedback from customers while using technology to develop a platform where a business has the advancement potential to expand worldwide (Bateman, 2011). He would also program the company with a database system like Xerox or a Cloud system to manage and interpret data retained from the ordering and billing divisions of the foundry for technological change using a Back Office Transaction Processing System (Xerox Corporation, 2014). He would then address the importance of knowledge and ideas...
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...10/29/13 Xerox PARC, Apple, and the Creation of the Mouse : The New Yorker ANNALS OF BUSINESS CREATION MYTH Xerox PARC, Apple, and the truth about innovation. by Malcolm Gladwell MAY 16, 2011 Print More Share Close Reddit Linked In Email The mouse was conceived by the computer scientist Douglas Engelbart, developed by Xerox PARC, and made marketable by Apple. I n late 1979, a twenty-four-year-old entrepreneur paid a visit to a research center in Silicon Valley called Xerox PARC. He was the co-founder of a small computer startup down the road, in Cupertino. His name was Steve Jobs. Xerox PARC was the innovation arm of the Xerox Corporation. It was, and remains, on Coyote Hill Road, in Palo Alto, nestled in the foothills on the edge of town, in a long, low concrete building, with enormous terraces looking out over the jewels of Silicon Valley. To the northwest was Stanford University’s Hoover Tower. To the north was Hewlett-Packard’s sprawling campus. www.newyorker.com/reporting/2011/05/16/110516fa_fact_gladwell?printable=true¤tPage=all 1/12 10/29/13 Xerox PARC, Apple, and the Creation of the Mouse : The New Yorker All around were scores of the other chip designers, software firms, venture capitalists, and hardware-makers. A visitor to PARC, taking in that view, could easily imagine that it was the computer world’s castle, lording over the valley below—and, at the time, this wasn’t far from the truth. In 1970, Xerox had assembled the...
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...integration and diversification in the planning function of management. Each of these has a different purpose and is looking for the same results, to keep the company up float. As discussed in this week’s class, the videos in which we need to write this summary have different planning management priorities and skills. Here is what I observed of the different companies we learn about. Southwest Airlines CEO is Gary Kelly is the only CEO who organized and planned a different strategy than all the others. This is why I will explain his strategy first. Mr. Kelly utilizes vertical integration which deals with lower fuel costs. Mr. Gary protects his fuel contracts and monitors prices. By keeping his contracts close and protected so that Southwest Airlines can buy fuel at lower prices. Southwest Airlines are the airlines that pay the lowest cost for fuel. With this fuel contract the Airline can afford to keep their airline fares at very low prices attracting more clients. Because there is a higher middle class population who don’t need luxury, those are the ones who not only afford the prices but also have the interest to travel with fewer expenses in their mind. Anne Mulcahy in the CEO for Xerox. Anne Mulcahy applied the diversification strategy. She applied this strategy to close the desktop printer division, focusing her attention on new high end digital printing choice and concentrating on new technology. This carried Xerox back from the edge of bankruptcy. As she invested money...
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...University of South Wales Advanced Management Accounting AF3S127 Benchmarking In today’s Business Environment With initial applications appearing in the 1980’s, benchmarking is now a powerful global mechanism used is business everywhere for process improvements and re-engineering of companies (Beretta, Dossi and Grove, 1998). My aim for this essay is to explain the concept of benchmarking using a range of sources. I will also critically analyze how and why organizations use benchmarking as a weapon to persist in today’s competitive business environment to see if it really is that effective. Benchmarking is the continuous analysis of processes, functions, strategies, performances and many other aspects of a business compared with or between the “best-in-class” organizations by gathering information by using appropriate methods of collection, with the intention of evaluating an organizations current standards and then carrying out self-improvement by applying changes to match or exceed the standards (Anand and Kodali, 2008). Benchmarking is a technique used for continuous improvement of something within a business. It is a way of measuring a firm’s product; services or activities against top other organizations either internal or external to the firm (Drury, 2012). This could be close competition for example; customer service on telephone calls from mobile network providers such as EE and Vodafone, to non-competitive firms using the same example customer service on telephone...
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...Mohammad Salahuddin Chowdhury, Lecturer, Department of Finance, University of Dhaka, who has assigned us a fictional case about a corporate scandal. We choose to work with Xerox scandal that took place in 2002. We use our knowledge of audit while working in this report. Also we learn about the ways of accounting manipulations that took place in the real world. Letter of transmittal 12th Nov, 2011 Mohammad Salahuddin Chowdhury Lecturer Department of Finance University of Dhaka Dear Sir Here is a report on the “Corporate scandal of Xerox Corporation”. In this report we have presented the whole history of the scandal, identified the cause of the mishap and showed the result of the scandal. At University of Dhaka, we appreciate having this assignment. If you need any assistance in interpreting this report or if you have any query, please contact with us on the given mail address starz@yahoo.com Sincerely yours, Shahriar Azad Shashi On behalf of the group 2nd Year 2nd Semester B.B.A 16th Batch Department of Finance. Executive Summary On April 11, 2002, the U.S. Securities and Exchange Commission filed a complaint against Xerox. The complaint alleged Xerox deceived the public between 1997 and 2000 by employing several "accounting maneuvers," the most significant of which was a change in which Xerox recorded revenue from copy machine leases – recognizing a "sale" when a lease contract was signed, instead of...
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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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...Technology Management Feb 3rd, 2015 Chapter 5: Timing of Entry Opening case: PDA’s (Personal digital assistance) Hand Held: 84 – Organizer 88- Sharp 93- Newton PDA 96- Palm Pilot Why was Palm Pilot successful? * Technology First mover advantages: * Brand Loyalty and technological leadership Example: Xerox machines in India * Preemption of scarce assets * Exploring buyer switching costs Example: IPhone and Samsung * Reaping increasing return disadvantages Disadvantages * High R&D expenses * Undeveloped supply and distribution channels * Immature enabling technologies and complements * Uncertainty of customer requirements A restaurant is a low investment business Industries have high barrier (automotive) and low barrier Firms’ reputation reduces uncertainty for customers Chinese Company: Xiaomi (Apple of China). Sells 1/3 of the price of an apple product. This is the price sensitivity for the customers. Last slide: Being a first mover has an advantage and also has high risks Customer might not like the product Become a close follower of your own product. If one product fails, come up with another product (second line of product) Example: Microsoft vista was a failure and they came up with windows 7 Feb 5th, 2015 What changed 5 Erosion Factors? * Increasingly mobile trained workers * More capable...
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...A HBR Book Review FINANCIAL INTELLIGANCE FOR HR PROFESSIONALS Human Resources professionals areoften viewed asonly having a policy and procedure role focusing mainly on compliance and legal issues or Henchmen for Top Management. They are considered as support functional team having little influence in the overall strategy of the company.HR like most other aspects of business, including marketing, research and development, and strategy formulation is at least partly subjective, a matter dependent on experience and judgment as well as data. But finance and Accounting? The numbers produced by these departments are objective, black and white, and indisputable. According to John Hofmeister, president of Shell Oil Company “If you’re going to be in business and you’re going to work in HR, then you better understand finance, To be blunt, everything that a business line manager should understand.”HR people should be able to read and understand their company’s income statement, balance sheet and that they should be able to deal with the whole budgeting process, capital investments so on. The art of accounting and finance is the art of using limited data to come as close as possible to an accurate description of how well a company is performing.The bottom line of the income statement is net profit.These are the numbers that senior managers use to gauge a business’s performance. They are the basis for many of the fundamental decisions a company’s leaders must make day in and day out...
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...Ramon V. Del Rosario College of Business Master of Business Administration Financial Management FNC535M RCBC Plaza Room No. 526 “Big City Trust Company” Case Analysis & Corporate Strategy Group 4 Report Estepa, Joan Carla E. | Member | BSC Management, Corporate Focus | Reyes, Corinne Erlyn L. | Member | BA Humanities with Professional Certificate in Business Management | Yan, Lee Rainier C. | Member | B.S. Chemical Engineering | Dean Atty. Joe-Santos Balagtas Bisquera MBA Professor Case Analysis Executive Summary According to the case, Auto-Drive Company is developing an Auto-Drive which will be installed in cars, a technology that would switch cars into automatic pilot. This kind of advancement will make it impossible for the car to run off the road or into another car. Mr. Cooper, a senior trust officer at Big City Trust Company, finds this innovation very promising for the automobile industry and believes that this would be a great investment. He sees the benefits it could bring to customers and he saw a market for this technology. The new venture leads Mr. Cooper to study the Xerox and Polaroid Company methods on how these two companies financed their growth, since they are both successful innovators in their own fields. Mr. Richard Brainard, an analyst in the trust department was asked to gather and examine the facts and financial statements of the two companies they will need for the analysis for the period 1960-1964. This study...
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