...a) No or low taxes on all or certain types of income and capital. The main purpose of an operation involving tax haven is to obtain benefits in taxation, taking advantage of its no or lower taxation. Thus, there may be extremely low or no capital gains or transfer tax, gift, death or estate duties. The difference in the level of taxation between jurisdictions is determinant to decide whether a tax haven should be used and, if so, which one. The no or nominal tax criterion is not sufficient, by itself, to result in characterization as a tax haven. The OECD recognized that very jurisdiction has a right to determinate whether to impose direct taxes and, if so, to determinate the appropriate tax rate b) Bank and commercial secrecy. Tax havens generally allow secrecy or confidentiality to operations in or through them. Many jurisdictions offer protection to banking affairs and other financial transactions from divulgence to foreign tax authorities, and some of them have also enacted secrecy or confidentiality provisions. Generally, classical tax havens do not require the production of companies’ annual accounts. Transparency ensures that there is an open and consistent application of tax laws among similarly situated taxpayers and that information needed by tax authorities to determine taxpayer’s correct tax liability is available. c) Lack of exchange controls. Many tax havens developed a dual currency control system, under which residents are subjected to both local and foreign...
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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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...Assignment 2: Integrating Culture and Diversity 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...
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...Integrating Culture and Diversity in Decision Making: The CEO and Organizational Culture of XEROX Tamico Little BUS520 Leadership and Organizational Behavior Professor Laura Jones Strayer University October 28, 2013 Integrating Culture and Diversity in Decision Making: The CEO and Organizational Culture of XEROX Company Overview Xerox is an American multinational company with its headquarters in Norwalk, Connecticut. The company was established in 1906 as a photographic paper and related equipment company under the name The Haliod Photographic Company. In 1958, the company changed its name to Haliod Xenon and later to Xenon in 1961. The name Xenon was derived from xerography which refers to the technology of dry printing. Xerox has a joint venture with Fuji Photo Film Company. Xerox also has subsidiaries like Xerox India and NewField IT. The company is presently engaged in a wide range of document and technology solutions including photocopiers, printers, document supplies and office technology consultancy services. According to Hoover's (2013) Xerox has grown from just a document company to both an information technology and document outsourcing company. Xerox's Organizational Culture In my view, Xerox has embraced the culture of diversity, opportunity and inclusion (Xerox, 2009). Xerox believes that employees bring to the organization different ideas and perceptions. These assets help employees from a diversity of backgrounds and cultures to create innovative solutions...
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...Xerox Case Study Diana M. Orlando Palm Beach State College Abstract This case study discusses how Xerox makes diversity, equal success. As one of the world’s leading organizations in copiers and ink, Xerox has committed their leadership team to empower their employees to work collectively in bringing new innovative ideas, different view and knowledge to their organization. By creating such a successful diversified organizational team, and along with its leadership, it has allowed Xerox to be known as one of the most admired organizations in the computer industry (Schermerhorn, J. R., 2012). Diversity and Inclusion of Xerox Diversity is an essential part of Xerox’s corporate culture. It offers an equal opportunity to all employees, and allows leadership to take full advantage of different thoughts, views, knowledge and perspectives, which has created a strong workforce and its ability to stay in the top of their league. By creating an equal opportunity-based environment where innovative creativity happens, Xerox has the power fulfill its company goals to succeed. Diversity has changed over that last few decades and Xerox is using diversity to the best of their ability. As a global organization, its diverse workforce is with no question, strong. The thought of hiring people of color in organizations years ago would never be, however their idealism is more about striving for the ability to have a different way of thinking than their competitors. It established...
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...Running head: XEROX Case Assignment Two- Xerox Charmella L. Tyler Dr. Valencia Westray-Miller Strategic Human Resource Management – HRM 530 October 29, 2011 Discuss how human resource professional can ensure that top organizational leaders encourage managers and employees to follow laws and guidelines. It is the human resource professional’s responsibility to ensure the fair treatment of all employees. Human capital is one the most significant assets held by organizations. Weatherly (2003) identifies an organization’s human capital as “the collective sum of the attributes, life experience, knowledge, inventiveness, energy and enthusiasm that its people choose to invest in their work.” Organizational leaders are responsible for locating and hiring human resource professionals that are knowledgeable about federal and state laws and guidelines that support will manage and influence organizational culture, promote employee safety and fairness, and adjust and facilitate change quickly and efficiently within the company. Organizational leaders hire human resource professionals to provide adequate up-to-date information about federal and state laws and guidelines to employees. Human resource professional are faced with the tasks of developing and enforcing clear policies against employee discrimination, and keeping employees familiar with their rights and laws. Human resource professionals must abide by specific guidelines and laws to conserve employers’ money and...
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...Leadership Style Xerox Corporation Leadership and Organizational Behavior BUS520 December 13, 2014 Xerox is a provider of business processing and document management. Its mission is to become change agents and innovators to meet customer’s challenges. The company creates business processing outsourcing, information technology solutions, new technologies, products and services for world class commercial and government clients. Xerox designs, develops and delivers information technology solutions that utilize data centers, help storage desks, and managed facilities (Mergent Online, 2014). To be successful in this industry the company requires a powerful, dedicated, and committed Chief Executive Officer. In 2009 they promoted from within the company and capitalized on Ursula Burns’ abilities. Chief Executive Officer The Chief Executive Officer (CEO) of Xerox is Ursula Burns; she has catapulted through the company since 1980. Ursula was born in New York City New York in 1958; she received a bachelors of science in mechanical engineering from the Polytechnic Institute of NYU and a master’s of science degree in mechanical engineering from Columbia University (Burns, 2014). Ms. Burns joined Xerox as a summer intern in 1980 working her way up through the company and securing key leadership positions along the way. Ursula became the CEO of Xerox in July 2009 and soon after made the largest acquisition in Xerox history with the purchase of a computer services company...
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...Review Questions 2. What are the seven reasons why Xerox should be motivated to diversify their workforce? Illustrate how Xerox shows it values workplace diversity. The reasons why Xerox should be motivated to diversify their workforce is more talent will be employed at Xerox if employees of all cultures and race are hired because diversity is a key to achieving critical business results. Furthermore, there will be more knowledge sharing employees can share cultural traits, market demographics and help develop companies develop robust knowledge management and market intelligence systems that create productive people and an innovative company by recognizing and respecting diversity and empowering individuality. Enhanced Productivity by processing varied skills, competencies and capabilities of different races and cultures, Xerox can increase its productivity worldwide (Xerox) that will make them a prominent player despite the economic slowdown in technology spending. Reduced Discrimination at Xerox woman and minorities make up for 52% of the workforce and 42.5% of Xerox senior executives are women or people of color or both (Xerox). This motivates employees in a way that they feel like they appreciated and valued. Besides, its make them challenge each other’s underlying assumptions, freeing everybody from convention and orthodoxy. Xerox has strict discrimination policies as well. With the inclusion of women in the workforce, Xerox developed a form of “flex time” that allowed for...
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...individuals that try to fight change will generally lose and as a result the patient loses. Change is what makes the world a better place and truthfully allows for many of us to live longer and healthier lives. I wanted to take a different approach on this question and look at a major corporation that we’re all familiar with. The organization is Xerox. Xerox Corporation is considered by most as one of the largest document management and service enterprises in the world (Xerox, 2013). However, in 1999 Xerox like many others before them noticed a decline in revenue and projections for growth was not promising. For years, Xerox relied on old fashion analog copiers, while the competition moved forward with technology and provided digital copiers (Southwestern University, 2013). By not keeping up with technology and being a leader and innovator within the industry, Xerox lost its’ swagger. As a result, the organization decided there was a need for change and hired G. Richard Thoman as the new Chief Executive Officer (Xerox, 2013). Thoman immediately assessed Xerox’s current situation and decided that a number of things had to change for the organization to regain market share. Thoman decided that it would be in Xerox’s best interest to “transition from analog machines to digital technology, slash costs, sell the company’s financial...
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...INSTRUCTOR’S RESOURCE MANUAL CHAPTER TWO The Organizational Context: Strategy, Structure, and Culture To Accompany PROJECT MANAGEMENT: Achieving Competitive Advantage By Jeffrey K. Pinto CHAPTER TWO PROJECT PROFILE: Project Management Improves Lenovo’s Bottom Line INTRODUCTION 2.1 PROJECTS AND ORGANIZATIONAL STRATEGY 2.2 STAKEHOLDER MANAGEMENT Identifying Project Stakeholders Managing Stakeholders 2.3 ORGANIZATIONAL STRUCTURE 2.4 FORMS OF ORGANIZATION STRUCTURE Functional Organizations Project Organizations Matrix Organizations Moving to Heavyweight Project Organizations PROJECT MANAGEMENT RESEARCH IN BRIEF: The Impact of Organization Structure on Project Performance 2.5 PROJECT MANAGEMENT OFFICES 2.6 ORGANIZATIONAL CULTURE How Do Cultures Form? Organizational Culture and Project Management PROJECT PROFILE: Creating a Culture for Project Management: The Renault Racing Team Summary Key Terms Discussion Questions Case Study 2.1 – Rolls-Royce Corporation Case Study 2.2 – Paradise Lost: The Xerox Alto Case Study 2.3 – Project Task Estimation and the Culture of “Gotcha” Case Study 2.4 – Widgets ‘R Us Internet Exercises PMP Certification Sample Questions Integrated Project – Building Your Project Plan Bibliography TRANSPARENCIES 2.1 PROJECTS AND CORPORATE STRATEGY [pic] 2.2 PROJECT STAKEHOLDER RELATIONSHIPS ...
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...by the three leaders. Influence Processes Influence processes are the processes a 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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...Legal Compliance "Xerox" Strayer University Strategic Human Resources Management 530 Zaccheus Jackson-Stegall Dr. Jack Huddleston March 18, 2011 “Xerox” Discuss how human resource professionals can ensure that top organizational leaders encourage managers and employees to follow laws and guidelines. The role of the human resources professional has long evolved from being a glorified administrative position to the “safe haven” that both company management, (all levels of hierarchy), and employees look to for guidance in career development and / or resolution or mediation when needed. Therefore, the human resources professional must indeed be one of integrity, fair judgment, and able to keep matters of a sensitive nature – confidential (Stewart & Brown, 2010). The human resources professional operates in dual capacities, in some instances as the liaison and in others as the advocate. To ensure that top leaders set an accurate professional practice for management, it is vital that human resources professionals develop a trustworthy relationship with them; while facilitating trainings and best practices that promote safety and ensures the implementation of company policy and procedures. Following organizational rules, regulations, policies and state laws is absolutely essential. It may be the difference in someone being hurt on company time and even resulting in an employee having to receive workman’s compensation or at worse a law-suit. Moreover, not following laws...
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...Culture, Leadership and Staffing at Xerox Leadership After much reorganization and movement of leadership, Anne Mulcahy took over the helm of Xerox. Anne was a popular 24-year Xerox veteran promoted to president and chief operating officer when her predecessor Thoman was fired. Anne was a straight talker. She was very decisive in her decision making and took responsibility when she made an error. So much so that analysts were astonished Anne when conceded that Xerox had ''an unsustainable business model.'' However, Mulcahy later backed away from this statement, saying that she meant only that the company needed to cut operating costs and redirect investment from money-losing to high-margin businesses. Bloomberg magazine report on June 14 2001, Anne M. Mulcahy announced that the company was killing its entire line of desktop inkjet printers--a one-year-old business that employed 1,500 people worldwide and had been championed by Mulcahy herself. Mulcahy said that effective communication was perhaps the single most important component of the company's successful turnaround strategy. she emphasized the importance of listening to customers and employees. As CEO, Mulcahy spent the first 90 days on planes traveling to various offices and listening to anyone who had a perspective on what was wrong with the company. I think if you spend as much time listening as talking, that's time well spent. "When your organization is struggling, you have to give people the sense that...
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...Xerox “Xerox” Aisha N. Stroud Dr. Joni Barnard Human Resource Management – 530 October 30, 2011 Legal Compliance: “Xerox” Discuss how human resource professionals can ensure that top organizational leaders encourage managers and employees to follow laws and guidelines. Human resource professional can conduct monthly meeting with their top organizational leaders pertaining to laws and guidelines. Human resource professionals will extend their knowledge of treating employees fairly and helping organizations comply with laws. Organizations tend to forget the importance of fulfilling legal responsibilities until problems occur and matters began to go downhill, by then it is too late. To avoid these situations legal responsibilities should be taken seriously on a daily basis and human resource professionals will let organizational leaders be aware of the seriousness so that they can pass it down to their management staff and employees. Complying with laws, in return, can save organizations a great deal of money – money they would have to spend to fight legal accusations or to try to repair damaged reputations. Certain topics that human resource professionals can touch on would be discrimination, harassment, and occupational safety just to name a few. Other important employment laws include age discrimination, Disability Act, Equal Pay Act, and Family Medical Leave Act. Although some of this information is included on applications as applicants apply for jobs, some companies...
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...SYSTHEO Article Reading No. 1 – Xerox Corporation Reflection Paper In this article reading, it discusses on what were the downfalls and shortcomings of the Xerox Corporation due to improper organization structure. After reading the whole article, I realized that the people who make and who belong in the organization are very important for they are the ones who are bringing the name of the business. Many of the reasons why Xerox had almost lost its name in the business industry is because of the managers and CEOs of their organization. They do not know how they will respond or act to the challenges that they are facing. Politics was also one of the factors why there was chaos inside the organization. There were a lot of companies who also offered the same services and products as theirs at a low price which is why Xerox Corporation had to cross cut their prices and reinvent their set of products and services. It was also the dysfunctional culture of the business that hindered them in developing and improving their business. Fortunately, the business was able to regain its power when the CEO turned over the position to a veteran who started as a copier saleswoman that made her way to the hierarchy. She was able to analyze and address the problems of the company that enabled her to cut the massive cost of products and remove money-losing operations. She also had to be honest with the good, the bad, and the ugly situations of the company. After years, Xerox Corporation is now once again...
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