Case Study On Xerox

 

Case Study on Xerox

By:

 

 About Clendenin’s Clendenin’s & M MDC’s DC’s

success • Success  – Clendenin rewarded with 4 promotions since 1984  – Annual budget of MDC grown from $400,000 to $ 4 million  – Staff increased from 4 to 42

• Other facts

 – MDC, the division of Xerox achieved these success while every other staff group reduced reduced it’s funding and staff    – Created resentment among those who had not been successful in

getting resources for their organization

• Inference  – He needs to emphasize that • Since the organization/sub organization grows it is necessary to get

more resources • The resources where the same initially

 

Clendenin’s background  •

Worked as a major in Marine Corps previously  – Inference • Even though work nature can be different, methods of achieving a task are almost

same in every organization

•

Joined Xerox even though more beneficial offers were there in investment banking  – Corporate culture of Xerox same as Marine • Inference

 – Even though there can be more beneficial offers, people can still choose that workplace

where they are happy working though compensation is not high

•

Like Dell, he proved that using direct marketing, i.e. forward integration brings more profit  – Inference • Forward integration obviously brings more savings in profit

•

Bonding with Gunning – Even though Tom Gunning the new employee did not have any experience, he treated him as his friend and went to lunch together and even attended his wedding  – Inference • Personal working relationships are also required to motivate people and make workplace worth • Qualification should be preferred more than experience

 

MSDC • Clendenin suggested teamwork  – When one unit has excess inventory it should share

it with other unit who needs it • It saved costs for company as a whole

• CISB – Corporate Information Information Systems Board  – Met four times in a year to review the corporate

systems development  – For USMG (US Division), it is a long process • Each Each continent continental al divi division sion should should have have it’s own own division division and a central information department should be there for everyone • This is because information is vital for taking any decision

 

New proposal • 3 Multinational groups were formed including

MDC • MDC

 – Clendenin had no authority • The department went into losses and also faced lot of employee turnover

 – Inference • The company needs to be reasonable and give proper authority if it wants to achieve the targets

 

Clendenin’s new idea  • Activities

 – Increase staff  – Receive funds  – Coordinate meetings and organize activities by traveling to Europe

• Features of each working group  – Was given it’s primal respons responsibility ibility   – With implementing few tasks

• Results  – Members found it easier to fund projects than to find

manpower or to do it on their own  – Discovered 42 new opportunities

 

Staffing and managing • Members protest of expense • Clen Clend denin’ nin’s s str strat ate egy   – Clendenin said that he always spoke about

teamwork and that must be thought by keeping ego aside

 – Tried to maintain delicate balance to grow  – Reason • No member should be felt dissatisfied that he was being treated unjustly when we explain with details

 

Staff culture • Democratic and rumor based setup  – If anyone badmouths anyone, all of them go against  – Results

• Negative evaluations like staffing by random people was baseless

• Clendenin focused on  – More emphasis on intelligence and knowledge than

on formal qualifications  – Reasonable treatment • E.g. If an employee wanted to leave early he could so long he compensated for that some other day or time

 

Results of such staffing • All mem member bers s an and dc cust ustome omers rs appreci appreciate ated dC Clen lenden denin’ in’s s

approach • Others who were skeptical did not see any concrete

results  – The skepticism needs to be broad minded and needs to be

looked at long-term basis as they did not see below what customers and managers said about this (merely thinking and saying that it was skepticism does not mean that it really is)

• Managers  – As they department was not bureaucratic

• Customers  – Because the staff could attend meetings to see their problems as they were not overstressed

 

Clendenin as a manager • Motivating, developing and goal setting  – Motivation because he rarely gives a negative

feedback unless absolutely necessary  – Again because of personal relations

• Building trust and managing conflict  – As he builds personal relations with people

 

Organizing changes affecting the MDC & Clendenin’s future  • After every retirement  – Drastic changes took place in MDC  – Clendenin could again handle any changes as he had good communication skills to convince people as to what they should change or not

• Future of Clendenin

 – Was offered multiple job offers including in Information Management, asset management  – This may be because of his good communication skills,

better understanding of human natureand as others how information and assets would be useful for them etc.