Team D Summary Of Discussion Case Analysis
Team D Summary of Discussion
Patricia Clark, Salea Davis, and Jeffrey Heffron
MGT/230
September 22, 2014
Professor Jack Geer
Team D Summary of Discussion
After critical evaluation of Team D’s discussion of the video used to explain the necessities of a complete focus for the management and functions of an organization, it has become apparent that CEO Anne Mulcahy used her experience of 24 years in Xerox to exemplify the organizational structure and focus on maintaining the original goals of the company by using effective communication to gain trust with individual employees while gaining control of the organization (Vollmer, 2004).
Anne Mulcahy spent the first 90 days of her tenure as CEO for Xerox traveling worldwide to the different
branch offices of the organization to communicate and listen to employee’s feedback of what they felt was wrong for the organization (Vollmer, 2004). With the support Anne Mulcahy received from her executive team and employees, she was able to organize a plan for recovery of the company. She had to show the shareholders that bankruptcy was not an option for the company and set out to get a perspective on what the problems were from anyone in the various offices around the world. The communication was effective, she emphasized on listening to the customers as well, which helped with the company’s successful turnaround strategy. Despite the company being in the middle of an investigation by the stock exchange and struggling to make appropriate sales, Xerox was able to reorganize a strategic plan to gain control. Anne Mulcahy was determined to keep her loyalty with the Xerox culture, and was believed to have transformed the company back into a profitable and competitive organization.
After taking the lead and analyzing and evaluating all angles of the company to find the best solutions to the problems causing Xerox financial turmoil, Anne Mulcahy treated the organization’s employees like family and long-time friends to establish a connection through the establishment. By associating with her employees regularly, she was able to gain trust throughout the organization. Her employees were behind her because they felt as though the organization was one big family.
In Conclusion, Mulcahy took the lead and developed a collaboration team to evaluate the problems; while she herself traveled all over the world to different branches of Xerox to do her own evaluations looking for answers. She then organized her discoveries and took the lead after gaining control of Xerox through her communication skills and the Xerox culture (Vollmer, 2004). The opinion of Team D is that Anne Mulcahy took the functions of management to heart and installed a unique communication skill to regain control and avoid bankruptcy. Through her planning and organizing, she made changes and key decisions to close departments to lower costs while using innovation to reestablish Xerox as a leading organization in the competitive world.
Works Cited
Vollmer, L. (2004, December 1). Mulcahy Took a No Nonsense Approach to Turn Xerox Around. Retrieved September 22, 2014, from Stanford Graduate School of Business: http://www.gsb.stanford.edu/news/headlines/vftt_mulcahy.shtml
Patricia Clark, Salea Davis, and Jeffrey Heffron
MGT/230
September 22, 2014
Professor Jack Geer
Team D Summary of Discussion
After critical evaluation of Team D’s discussion of the video used to explain the necessities of a complete focus for the management and functions of an organization, it has become apparent that CEO Anne Mulcahy used her experience of 24 years in Xerox to exemplify the organizational structure and focus on maintaining the original goals of the company by using effective communication to gain trust with individual employees while gaining control of the organization (Vollmer, 2004).
Anne Mulcahy spent the first 90 days of her tenure as CEO for Xerox traveling worldwide to the different
branch offices of the organization to communicate and listen to employee’s feedback of what they felt was wrong for the organization (Vollmer, 2004). With the support Anne Mulcahy received from her executive team and employees, she was able to organize a plan for recovery of the company. She had to show the shareholders that bankruptcy was not an option for the company and set out to get a perspective on what the problems were from anyone in the various offices around the world. The communication was effective, she emphasized on listening to the customers as well, which helped with the company’s successful turnaround strategy. Despite the company being in the middle of an investigation by the stock exchange and struggling to make appropriate sales, Xerox was able to reorganize a strategic plan to gain control. Anne Mulcahy was determined to keep her loyalty with the Xerox culture, and was believed to have transformed the company back into a profitable and competitive organization.
After taking the lead and analyzing and evaluating all angles of the company to find the best solutions to the problems causing Xerox financial turmoil, Anne Mulcahy treated the organization’s employees like family and long-time friends to establish a connection through the establishment. By associating with her employees regularly, she was able to gain trust throughout the organization. Her employees were behind her because they felt as though the organization was one big family.
In Conclusion, Mulcahy took the lead and developed a collaboration team to evaluate the problems; while she herself traveled all over the world to different branches of Xerox to do her own evaluations looking for answers. She then organized her discoveries and took the lead after gaining control of Xerox through her communication skills and the Xerox culture (Vollmer, 2004). The opinion of Team D is that Anne Mulcahy took the functions of management to heart and installed a unique communication skill to regain control and avoid bankruptcy. Through her planning and organizing, she made changes and key decisions to close departments to lower costs while using innovation to reestablish Xerox as a leading organization in the competitive world.
Works Cited
Vollmer, L. (2004, December 1). Mulcahy Took a No Nonsense Approach to Turn Xerox Around. Retrieved September 22, 2014, from Stanford Graduate School of Business: http://www.gsb.stanford.edu/news/headlines/vftt_mulcahy.shtml