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However, often those steps are performed well and the failure results as a failure of leadership.
Leadership was a major issue at Xerox. When the company was collapsing, the managers responsible for leading the company were putting out fires instead of inspiring their workers to great heights. When Mulcahy arrived, the leadership style at Xerox underwent a dramatic change. One of the leader's key activities is to instill vision. Xerox had no vision in the early part of this decade, but Mulcahy's team created one. The workers all had goals, but with no vision they had lost sight of those goals. What Mulcahy did was restore that vision, so that she could successfully lead the employees towards the goals she was setting (MIT Sloan, 2009).
The final role of management is controlling. This refers to tracking the progress of the plans that have been made, to ensure that they remain on track. Even the best plans will tend to deliver results that were not intended, due to unforeseen changes in the internal and external environments. As a result, it is imperative that the management team always have a sense of where the company is in relation to where they should be at that point in the process. If they do, they can make adjustments to their plans, to the way they have organized the resources or to their leadership initiatives.
In the 2007 Annual Report, Mulcahy wrote that she believed Xerox to be at an "inflection point" in the company's turnaround. That she could make such a statement speaks to...
Such inflection points occur during all processes, not just major turnarounds. Control is the process of continually evaluating the firm on the basis of such inflection points, and making whatever adjustments necessary. With Xerox, a series of such points had led the company to make different adjustments to their recovery plan. They had been forced to respond to rapidly changing technology and to shifts in customer demands. The failure to make these adjusts - to implement these controls - was what had led to the firm's downfall in the 90s. That they were able to make these moves in the 00s shows that management at Xerox has implemented stronger controls than their predecessors had.
Pakhare, Jayashree. (2007). Management Concepts - the Four Functions of Management. Buzzle.com Retrieved February 6, 2009 at http://www.buzzle.com/articles/management-concepts-the-four-functions-of-management.html
Xerox Corporation 2007 Annual Report. (2008). Xerox Corporation Retrieved February 9, 2009 at http://www.xerox.com/Static_HTML/annualreport/2007/index.html?&Xcntry=USA&Xlang=en_US
Ackerman, Ruthie. (2008). Xerox's Nifty Turnaround. Forbes Retrieved February 6, 2009 at http://www.forbes.com/2008/01/24/xerox-office-closer-markets-equity-cx-ra-0124markets30.html
No author. (2009). Behind the Scenes of a Great Turnaround. MIT Sloan. Retrieved February 6, 2009 at http://mitsloan.mit.edu/newsroom/2006-mulcahy.php
Xerox Corporation 2007 Annual Report. (2008). Xerox Corporation Retrieved February 9, 2009 at http://www.xerox.com/Static_HTML/annualreport/2007/index.html?&Xcntry=USA&Xlang=en_US
Ackerman, Ruthie. (2008). Xerox's Nifty Turnaround. Forbes Retrieved February 6, 2009 at http://www.forbes.com/2008/01/24/xerox-office-closer-markets-equity-cx-ra-0124markets30.html
No author. (2009). Behind the Scenes of a Great Turnaround. MIT Sloan. Retrieved February 6, 2009 at http://mitsloan.mit.edu/newsroom/2006-mulcahy.php
Management Functions Management Model This paper is divided into three parts. The first part discusses the implications of the four functions of management model for today's managers and defends why these four functions are still applicable to each and every role of a manager in today's challenging business environment. The second part explains the importance of sustainability efforts for an organization and their impacts on the job responsibilities of a manager. It
Functions Management What are the different functions involved in management? How do they help one to achieve success in the workplace? In what ways does each of them enhance the organizational culture? One will study in depth the various aspects of managing others and apply them to a city Police Department setting. The four areas of management consist of planning, organizing, leading and controlling. Anyone that is in law enforcement has some
They doubted that enough PCs would be sold to make MS-DOS successful. Bill Gates begged to differ, bought out the rights to MS-DOS, which he had originally written for IBM, and Microsoft was born. Mr. Gates has tremendous passion for his visions and that passion is contagious, and that is a critical skill for any manager to make planning work as part of their management style. Planning as a management
When all the needs or expectations of the stakeholders are met, the business will continue to thrive. Core Human Resource Functions Involuntary turnover is rampant among employees of high talent. These employees form then crucial asset that determine the overall success of the organization. Involuntary turnover occurs due to issues such as frequent absences, premature termination of contracts, sexual harassment or by the mere fact that an employee becomes overqualified for
Whereas the other functions of management focus on methods, and operations, and policies, and organizational structure, leadership pertains exclusively to people. Management also includes various functions that relate to personnel, such as the establishment of hierarchical structure, and supervisory policies and practices. However, even in these personnel-oriented functions, management and leadership are substantially different. Leadership includes the use of specific styles (such as transactional, charismatic, transformational, and servant leadership). On
"The most important issues which have to be addressed here are precise monitoring (diagnosis) of current results and their comparison with what has been planned. Effective managerial control must always be followed by feedback for correcting initial plans " (http://www.bashedu.ru/konkurs/ibatullina/eng/function.htm). The observation of the way in which people within an organization behave is of extreme importance. But leaders and managers obtain feedback not just from observations, but directly from people.