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Case
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Reference no. 9-491-047
Published by: Harvard Business Publishing
Originally published in: 1991
Version: 3 November 1994

Abstract

In 1970 Xerox had a very progressive affirmative action program yet, once hired, black employees faced serious problems, due both to overt discrimination and to their exclusion from the informal networks of support, information and mentoring that the other salespeople shared. The black employees responded by establishing seven independent support groups around the United States. These black caucuses functioned as both self-help groups to prepare black employees for promotion and as pressure groups to push for policy changes within Xerox. In 1974 Xerox fears the caucuses are forming a national organization. Students must decide how to respond to this potentially dangerous situation.
Location:
Size:
USD17.6 billion revenues, 66,700 employees
Other setting(s):
1969-1974

About

Abstract

In 1970 Xerox had a very progressive affirmative action program yet, once hired, black employees faced serious problems, due both to overt discrimination and to their exclusion from the informal networks of support, information and mentoring that the other salespeople shared. The black employees responded by establishing seven independent support groups around the United States. These black caucuses functioned as both self-help groups to prepare black employees for promotion and as pressure groups to push for policy changes within Xerox. In 1974 Xerox fears the caucuses are forming a national organization. Students must decide how to respond to this potentially dangerous situation.

Settings

Location:
Size:
USD17.6 billion revenues, 66,700 employees
Other setting(s):
1969-1974

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