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Case
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Reference no. 402-020-1
Authors: A Mukund
Published by: IBS Center for Management Research
Published in: 2002
Length: 9 pages
Data source: Published sources

Abstract

The case study discusses the problems faced by leading document management company, Xerox, as a result of a change in the leadership and work culture. The case explores in detail the problems that arose during the tenures of Paul Allaire as well as Rick Thoman. The case also mentions briefly the steps taken by the current CEO Anne Mulcahy to bring back the company to its erstwhile glory and restore employee confidence. The case is designed to help students analyse how changes in the boardroom trickle down to affect a company''s work culture. Students must understand the possible pitfalls of going in for a large-scale change in the organisation in a sudden manner. They must develop a general understanding of the following: (1) the importance of treating HR as an integral part of the organisational set-up rather than as a building ground for promising executives; (2) the importance and the impact of a new CEO, particularly when inducted from outside the company, on the company''s work culture and manpower policies; (3) the need to give the CEO unfettered freedom and support to succeed by the chairman and the board to execute a turnaround strategy; and (4) the importance of proper succession planning for the CEO''s post within the company. The case is intended for MBA/PGDBM level students as a part of the human resource management/organisational behaviour curriculum.
Location:
Size:
Large
Other setting(s):
1990-2001

About

Abstract

The case study discusses the problems faced by leading document management company, Xerox, as a result of a change in the leadership and work culture. The case explores in detail the problems that arose during the tenures of Paul Allaire as well as Rick Thoman. The case also mentions briefly the steps taken by the current CEO Anne Mulcahy to bring back the company to its erstwhile glory and restore employee confidence. The case is designed to help students analyse how changes in the boardroom trickle down to affect a company''s work culture. Students must understand the possible pitfalls of going in for a large-scale change in the organisation in a sudden manner. They must develop a general understanding of the following: (1) the importance of treating HR as an integral part of the organisational set-up rather than as a building ground for promising executives; (2) the importance and the impact of a new CEO, particularly when inducted from outside the company, on the company''s work culture and manpower policies; (3) the need to give the CEO unfettered freedom and support to succeed by the chairman and the board to execute a turnaround strategy; and (4) the importance of proper succession planning for the CEO''s post within the company. The case is intended for MBA/PGDBM level students as a part of the human resource management/organisational behaviour curriculum.

Settings

Location:
Size:
Large
Other setting(s):
1990-2001

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