...right of the village flows quietly a clear and blue river. When I was young, I used to swim in the river with my friends. How can I forget the wonderful time on this river fishing or rowing a boat with my boyhood friends! On the left of the village lies the village green where village meetings are often held by village officials. On this ground covered with soft grass we used to fly kites on windy autumnal evenings. The majority of villages live on agriculture. They get rich thanks to their fertile rice-fields and their diligence. Harvest time is certainly the busiest and the merriest time of the year. During the harvest, the villagers often get up very early in the morning. They cheerfully go to their rice-fields to harvest the bumper crop – the fruit of many months of hard work. My villagers are very friendly and helpful. They are willing to offer mutual help in any case and always get on with one another harmoniously. My village is rather small indeed but I like it very much because I was born and have grown up there and spent my happiest childhood among the simple and hard-working villagers who always feel attached to their native...
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...believe what the contract reveals about the nature of sharecropping is that it was set up to set the “freed” African American for failure and to put them in such debit that they basically became slaves to the landowner once again. The landowner has left a lot of responsibility to the sharecropper obviously I think a good example of this in this contract is that the landowner has agreed to provide the team but the sharecropper has to feed the team Saturday nights, and every other day morning night a day and if he fails to provide the meal he will then owe the landowner 5 cents, which was a lot of money at the time especially for a poor sharecropper. He also has to pay for his half of the manure which the landowner designates as enough of the crops. This system is so beneficial to the landowner but only allows the sharecropper enough to thrive to live. I don’t believe this system was good for both the sharecropper and the landowner. I believe as earlier stated it was one sided to the landowner. The sharecropper had a lot of responsibility while all the landowner did was provided the land and horses for the sharecropper and then reaped all the benefit finically. He got a low cost of labor and once the debit piled up from the landowners harsh expectations basically free labor out of this. This landowner even went as far to make the sharecropper “sow and haul” his oats but of course the sharecropper was not allowed to take part in any of them. Also if the sharecropper does not meet...
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...Caso XEROX CORPORATION 1. Describa el sistema de control de XEROX ¿Cuáles son los elementos fundamentales para que el sistema funcione? El sistema de control de Xerox es participativo, involucra a las áreas de control con las unidades de línea, es el caso del consejo ejecutivo financiero “CEF” que ayudaba a los gerentes de línea para que tomaran decisiones más informadas. El CEF cultivo la confianza en la comunidad financiera de Xerox. El sistema de control se concentraba en la responsabilidad y el desempeño de las unidades operativas. Estas unidades funcionaban en forma autónoma ya que cada unidad operativa de una división fijaba sus planes anuales y de largo plazo, que se consolidaban en los planes de la división que se medían en términos de una combinación de objetivos financieros y operativos. Por otra parte, el sistema de control se rediseño para ser más eficiente al reducir la cantidad de informes y el detalle de información que se preparaba en cada unidad. Las operaciones individuales seguían proporcionando los datos necesarios para manejar cada negocio, pero se redujo un número importante de personas que participaba indirectamente en el proceso Los elementos fundamentales para su funcionamiento son la cultura organizacional reflejada en la comunicación participativa y activa de sus empleados y grupos de responsabilidad. 2. ¿Qué tendencias recientes de Xerox influyen en el proceso de control Administrativo? La patente original de la copiadora...
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...injures man, his property, or his environment, or which just causes him annoyance. Such organisms include principally certain insects, nematodes, fungi, weeds, birds and rodents, or any other terrestrial or aquatic plant or animal life, or virus, bacteria, etc. In agriculture, concern is normally expressed when the damage done to a crop by a specific crop pest or a group of pests causes a loss in yield or quality because this would mean a reduction in profit. When a loss in yield reaches certain proportions, the pest can be designated an economic pest. According to Edward and Heath (1964), the pest status is reached when there is a 5 percent loss in yield in a particular crop. In pest management, the economic appraisal of the pest status and justification of the need to embark on control measures is defined in relation to the following concepts: economic damage, economic injury level and economic threshold. Economic damage can be defined as the amount of injury done to a crop that will justify the cost of artificial control measures. Economic injury level is the lowest pest population density that can cause economic damage, which will vary from crop to crop, season to season, and area to area. For practical purposes, there is an economic threshold defined by Stern et al. (1959) as the pest population density at which control measures should be initiated or started to prevent an ever increasing pest population from reaching the economic injury level. The economic threshold is conceptualized...
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...India is an agricultural country. Eighty percent of Indians earn their living by working on land. The Indian farmer is the backbone of the Indian society because he feeds us and supplies us with food grains. He provides us with raw materials for cloth, fire-wood and timber. He works very hard from morning to evening. He has to get up early in the morning and plough the land. From the ploughing of the fields he turns to the feeding of the cattle. Hardly does he finish hoeing when he takes to weeding or watering. He takes his breakfast in the fields and works on till noon. He enjoys simple food, fresh air and sound sleep at night. His living depends on the rain god. He is ruined if his crops fail due to lack of rain or drought. He is happy if the harvest is growing. When the crop fails, he borrows money and runs into debt. The Indian farmer spends his life in the lap of nature. An Indian farmer is generally illiterate. He is often used to drinking heavily. Since the freedom of the country, the lot of the Indian farmer is improving. He is being encouraged by the government to improve his lot by increasing production. He is being given loans to buy farm inputs and to have tube wells and pumping sets. Free and compulsory education goes a long way in bringing about a great change. The Indian farmer is growing more, earning more and has a better standard of...
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...ECHO FIELD TRIP On this wonderful tour, I learned a large amount of sustainable agricultural approaches. Crop rotation was one of them. It’s where the farmer grows different crops in the same field, in succession. Apparently, there are repercussions to planting the same crop over and over. This avoids those challenges. One challenge in particular is reducing the pest issue that most farmers face. These pests usually explode in population due to the continual availability of their food source. These pests tend to prefer one certain crop and by changing it yearly, the pest population stays down. These farmers also tend to plant crops that replenish the nutrients in the soil. Crops like soybeans and legumes reduce the need for the farmers to use fertilizer because it keeps the soil healthy. Farmers also use a method called “cover crops.” This method involves always having something growing in the soil. This prevents the soil from eroding, the weeds from growing, and it improves the quality of the soil. You will also see a large amount of farmers introduce “pest predators” onto their fields. Insects, birds, and spiders eat a lot of the pests that terrorize the crops of these farmers. These are just a few of the sustainable methods farmers use to keep their farms afloat. The biggest problem farmers’ face is the fact that there is an overgrowth of these pests. These pests are evolving and some pesticides are failing to work at this point. This forces farmers to introduce predators...
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... MGT230 July 6, 2015 Kathleen Dominick Decisions Making Analysis Discussion Summary To make a decision, you must face the reality of the current situation. Anne Mulcahy had to do so for Xerox when she step in as a CEO. Xerox was facing a possible bankruptcy and Mulcahy dove in to help the company rebuild again. Mulcahy had a vision and it was to keep the corporate culture intact. It was not an easy task as decisions had to be made. Clearly the CEO used the different stages of decision making to help Xerox to rebuild again without having to file bankruptcy. The stages of decision making are identifying and diagnosing the problem, generating alternative solutions, evaluating alternatives, making the choice, implementing the decision and evaluating the decision. Anne Mulcahy identified and diagnosed the problem of Xerox, which was expenses were too high, the profit margins were simply too low to return to profitability and the company had a debt of $18 billion. Bankruptcy was never a solution for the company and Mulcahy stated George (2008), “Bankruptcy is never a win” (para. 4). Generating and evaluating alternative solutions for Xerox was the key to rebuilding. Anne Mulcahy confronted the infrastructure by selling off pieces of Fuji Xerox, the company’s crown jewel and farmed out manufacturing to Flextronics. She also eliminate 28,000 jobs and billions in expenses which were hard decisions but needed to be made. Mulcahy did not cut back on research...
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...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 would help Big City Trust Company to determine what approach and financial model it can offer to Auto-Drive Company. Xerox, also known as the M.G. Kuhn Company was founded in 1903 and became the Haloid Company On April 18, 1906 in Rochester, New York. It was then engaged in the business of manufacturing and selling photographic paper. On September 16, 1936, Haloid Company offered a...
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...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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...Culture of Xerox Organization BUS520 11 February 2014 Culture of Xerox Organization Xerox is an American multinational company with its headquarters based in Norwalk, Connecticut. Along came Joseph C. Wilson, who bet his family’s business on Carlson’s invention. As the company’s founder and the first chairman of Xerox, he was a man of deep social consciousness long before the phrase was part of the language of business, to promote a health environment. Xerox's rich heritage is based on customer-focused and employee-centered values that help deliver profitability and growth. Because of their commitment to customer-focused it has cause a diversity of culture to sustain the greater good of the company. The company does not look at the person it looks at what the person has to offer is why the company has thrives. Company Overview The company was established in 1906 as a photographic paper and related equipment company under the name The Haloid Photographic Company. In 1958, the company changed its name to Haloid Xenon and later to Xerox in 1961 (Hoover's, 2013). Joseph C. Wilson communicated a set of core values in 1960, less than a year after he launched the modern-day Xerox that focused on customers, our people, excellence, innovation and, behaving responsibly as a corporate citizen. Xenon was derived from xerography, which refers to the technology of dry printing. Through the world's leading technology and, services in business process and document management...
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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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...Xerox Case Assignment Angelo Logan Strayer University Dr. Zelphia A. Brown HMR 530 October 27, 2011 Discuss how human resource professionals can ensure that top organizational leaders encourage managers and employees to follow laws and guidelines. Human resource professionals can communicate to the top leaders about the consequences of not abiding by the federal laws, and explain to them how it does have an effect on the bottom line (Wagner, 2011). When human resource professional include top organizational leaders on training and how organizational profits can be sheltered it will make top organizational leaders think twice about not following laws and rules that are set before them. A basic awareness of what is expected of leaders will motivate them to implement programs and policies that will demonstrate that the organization has a strong working relationship in place to protect workers. Discuss how hiring women and minorities improved Xerox’s profitability. The CEO of Xerox David Kearns knew that hiring women and minorities would allow Xerox to select from a larger labor pool; this would allow Xerox to be in an improved position to beat out the competition. Being in a better position to compete increased Xerox’s profitability and gave employees something to strive for. Xerox also received large government contracts because of their plans to hire women and minorities. Another reason for Xerox’s profit increase is the fact that, because women and minorities found...
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...Decision Making Summary Theodore Simon MGT/230 September 24, 2014 Michael Hilley The discussion held amongst Team C lead to accurate findings on Xerox CEO Anne Mulcahy. Mulcahy does not live in the spot light as a powerful CEO. Instead, she is hands on working a booth at a typical trade show. She shows leader characteristics as she wears the hat of a CEO. We all agree that Anne Mulcahy had an unyielding task since she has taken over as CEO of Xerox. Her circumstances were unusual because Xerox was under bankrupt when she took over. The accountant department was under questioning by the Government. That then led to a 10 million dollar fine from the Government to the Xerox Company. However, Mulcahy was extremely prepared for the task at hand. Her leadership mentality and brilliant decision making skills proceeded to save the company one billion dollars in her first year as CEO. Regardless of internal factors she was able to over come them and turn the company into the profit margin. External issues played a role as well. During the time Mulcahy took over as CEO the economy was in horrible shape. Xerox was 18 billion dollars in debt. Mulcahy had a great strategy. She decided not to file for bankruptcy because she had the confidence in herself to overcome the financial troubles the company was in. She had to shut down the jet desk printer division that she launched herself. Jobs were lost but it was an executive decision that had to be made...
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