You are on page 1of 4

Case Answers


The employees in place lacked the performance indicators which could help the company to maintain efficient and effective uses of the available raw materials. Xerox did not have digital copying machines which made it impossible to expand due to low produce and high cost of production. She secondly decided to set more . These machines was to be used by both middle and large business line to ensure that the products offered were of high quality. 2010). 2011). Mulcay being a woman was another challenge because the male counterpart take them as inferior being.Organizational problems that Anne Mulcahy faced in trying to increase Xerox’s efficiency and effectiveness Mulcay was faced by with high level of aggressive competitions. The competitors sold their products at low price and this made them to be dominant competitors. Changes that Anne Mulcahy made to structure Xerox’s organizational Mulcahy’s decided to come with a strategy that ensured most of R&D budget to develop two different kinds of digital copiers. The company had failed to recruit worker with acceptable skills. produced faster and price friendly to be able to stand the competitive advantages I the market. Xerox was operating at very high operating cost which lead to wastages of billions of dollars (Schulze. and develop new digital copiers that could help to win back customers and maintain their loyalty. there were many well-known copier companies that had dictated the market. Mulcay has a challenge to ensure that assertive actions were created and redefining the company culture to ensure that discrimination will not be acceptable (McGrath. These were to transform the company products to gain a high quality brands. In the early 2000s. Xerox had an increasing number of female workforce and for these reason the male had a feeling of intimation. Mulcay did not have skilled workforce. She was faced with a challenge of deciding on which area of production to start to innovate the remaining dollars.

Mulcahy decided to work hand in hand with her manager where they decided to come up with plans and strategy to save the company (Schulze. A well described legitimate power should be put into consideration and try to avoid placing unnecessary level of command. Any business that want to achieve development should adopt to new technologies and innovation. The number of employees was reduced from 95. 2010). .000 to reduce the total operation cost of the company. Mulcahy developed strategies that attempted to work closely with the final consumers of the products and services.000 to 55. She helped replicate Xerox’s customer base and sales which that were contributed by increased customized services. Mulcahy changed the managements hierarchy are removed those parts that were related and less effectives. This steps helps the company to grow in terms of revenues and profits. She come with retrenching strategies those employees who were proactive. Anne Mulcahy later made a decision of remove certain Xerox’s level management hierarchy where he maintain a reduction 26% of total corporate overhead. Ways in which Mulcahy’s attempted to redesign and change Xerox have worked to date. 2011).resources to develop new network that enabled high sales and services offering to improve their customer’s services. She introduced new digital hardware and software copying machines which promoted productions and increased sales (Chesbrough. They decided to collaborate and working together with the other employees to help improving level of production and service delivery. This motivated the employees to work extra hard because they filed recognized. Customers are the boss to any business and therefore any farm that is aiming to grow and develop it should put into account all the customers’ needs and desire.

S. Schulze. (2011). H. Patent No. Long range planning. U. B. DC: U. 247-261.References Chesbrough. Patent and Trademark Office. McGrath. (2010).S. Washington. Business model innovation: opportunities and barriers. M. 43(2). R.369. Business models: a discovery driven approach. Long range planning. G. (2010). 354-363. 43(2).167. . 6.