black caucas group at Xerox


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black caucas group at Xerox

  1. 1. CASESTUDYOF HRM ATSubmitted To: Submitted by:Prof. William Group 10Griffin
  2. 2. Group members• Rahul Singh• Manish Gupta• Sumit Kumar• Ravindra Kumar
  3. 3. Black Caucus Group at Xerox corporation
  4. 4. Character played• David • Joseph Kearns wilson Ravindra Rahul kumar singh Sumit Manish kumar kumar• Peter • Axel Henri McColough
  5. 5. COMPANY PROFILETYPE PublicTRADED AS NYSE: XRX S&P 500 ComponentINDUSTRY Document Services, Digital imaging, Computer peripheralsHEADQUARTERS Norwalk, Connecticut, U.SCEO Ursula BurnsPRODUCT Copiers, displays, faxes, printers, projectors, scannersEMPLOYEES 136,500 (2010)WEBSITE
  6. 6. About• He earned a degree in business administration in 1952 from the University of Rochester.• In 1971, Kearns joined Xerox Corporation as Vice President.• He also served as head of U.S./Marketing and Service at Xerox in Rochester• In 1977, he became Xerox President and Chief Operating Officer.• In 1982, Kearns became CEO of Xerox Corporation. In 1985, Kearns succeeded Charles Peter McColough as Chairman of Xerox.
  7. 7. Challenges• To give the direction to National Black Caucus meeting in Toronto.• To handle tan territory issue and racial discrimination with black employees.• To balance the interest of company as well as handle the grievances of black employees.
  8. 8. Solutions• Change in Sales territory management process, promotion of Black employees and cancelation of debts of black sales representatives.• Developed a HR plan in order to increase the number of Black Sales employees.• Establishment of Advisory committee on Affirmative action in company.• Development of MRP plan to tackle promotion issue.
  9. 9. • Charles Peter Philip Paul McColough (August 1, 1922 – December 13, 2006) was the joint creater, founder, and owner of the Xerox Corporation (along with Joseph C. Wilson), and was a former Chief Executive Officer and Chairman of the Board at Xerox. He retired in the late 1980s, after serving over 14 years as CEO. Aside from building Xerox to the corporate empire it is today, McColough was treasurer of the Democratic Nation Committee between 1974 and 1976,Chairman of United Way of America, and served on the Board of Trustees at Council on Foreign Relations, New York Stock Exchange, Bank of New York, Wachovia, Citibank, and Union Carbide Corporation. Included also in his work are the funding of the C. Peter McColough Roundtable Series on International Economics, part of the Council on Foreign Relations.
  10. 10. • Xerox’s CEO, Peter McCullough, had the vision and long-term good sense to approve and champion it. In 1969 McCullough had Xerox purchase Max Palevksy’s Scientific Data Systems (SDS) for $920 million in stock. It was a computer company with a second rate minicomputer product that Xerox would divest it years later. Yet McCullough wanted the company to explore in that direction and he had Jack Goldman take the lead for PARC to create “the office of the future.”
  11. 11. strengths and achievements of the Xerox partnership• It is grounded in a proven, shop-floor employee involvement and teamwork process that has demonstrated its ability to improve quality and productivity.• It tackled the tough issues of job security in ways that were viable for the firm and responsive to the deeply felt concerns of employees.• Most important, high-level of commitment has been passed down through three successive key son (Peter McCullough, David Kearns, and Paul Allaire).
  12. 12. problems• Salary differences between the black and white sales representative.• Cy Wright ,a black sales representative who started at Xerox in 1970,recalled how Xeroxs overall commitment to racial equity influenced his decision to work there .it was caused to feel that they were the least fair.• Xerox’s san Francisco district had two types of sales territories “grey” and “tan”.
  13. 13. SOLUTION• Peter McColough started the PARC (Palo Alto Research Center), meant to operate something like AT&Ts Bell Labs. PARC researchers developed pioneering commercial products in the field of personal computers—such as the Alto personal computer, GUI (graphical user interface laser printing.• Xerox to take its ideas from laboratory prototypes to commercially successful products," stated an article about PARC at the "Smart Computing in Plain English" Web site.• Many of the products were taken up successfully by other companies.
  14. 14. Middle-level managerManagement Quality has a strong impact onemployee satisfaction and the efficiency, productivityand development of the organization. The overallresponsibility for management quality lies withexecutive management, but they often leave it to theHR function to put policy, programs and processes(methodology) in place. But policy and programsmust be implemented in the line organization, mainlythrough middle managers
  15. 15. Axel Henri ( A former Army major)He had the top performance record in his district and atthe top of promotion list for district manager . But theregional operating manager passed over him for the joband instead hired a white man from a southern Californiadistrict. Although the Henri example was the mostflagrant case in inequitable treatment ,.
  16. 16. Problem• Regional management did not promote black employees to management position.• Black Employees are not satisfied for top level management decision.• Employees promote on basis of religion not on performance.
  17. 17. Solution• Henri‘S promotion was filed , corporate headquarters immediately sent a manager to San Francisco to internally the investigate the black employees claim .• Senior corporate management send David Kearns to San Francisco on the company’s private jet and told to solve the problem.• He arrived in San Francisco ,Kearns went to two meetings , first one with regional management and then one with the leaders of the black employees. After hearing the fact from both sides , Kearns announced his solution at a large joint meeting . He ordered an immediate change of policy .• He promoted four blacks , including Henri , to managerial position . Then Kearns canceled all the debts to Xerox that the black employees had accumulated.
  19. 19. PROBLEMS• Improper criteria for the appraisal of the black people.• Rationality biasness among the people.• Improve sales figure.• Fullfill the needs of technical and sales persons
  20. 20. SOLUTION• Joe wilson put in place to hire the most promising employees and seamlessly “retire” those who didn’t share his vision and work ethic.• Recruting new effective employee to creat the company and the great product that drove xerox profit consistently uppward and at a fast rate in long run.• Joe wilson was a driving force behind gender and racial equality.