: Innovators team

1- AHMED NEGM
2- ADEL ZAKI
3- AHMED FAWZY
4- HEBA ABDALLAH
5- MAI ELETREBY
The Contents
1. Who are the Managers ?
2. Management Functions
3. Management Skills
4. Management Roles
5. Xerox history and its barriers
6. How MULCHAY create new Xerox
7. Xerox Case Study major management milestones .
8. Conclusion
9. Thank you
Entire families work for Xerox MULCHAY , ANN
Who Are The Managers?
Manager
Someone who works with and
through other people by
coordinating their work
activities in order to
accomplish organizational
goals

Managerial Levels
Team Leaders
First-Line Managers
Middle Managers
Top Managers

Entire families work for Xerox MULCHAY , ANN
Management Functions
Management
The process of coordinating work activities so that they are completed
efficiently and effectively with and through other people

Functions Of Managers


Management Skills
Technical Skills
Knowledge of and proficiency in a
certain specialized field

Human Skills
Ability to work well with other
people both individually and in a
group

Conceptual Skills
Ability to think and to conceptualize
about abstract and complex
situations
see the organization as a whole
understand the relationships among
subunits
visualize how the organization fits
into

Interpersonal Roles
How Manager interact with other people


Informational Roles
How Manager exchange information

Decisional Roles
How Manager use information on the decision
making
Management Roles
Xerox History and its Barriers
Xerox was Founded in 1906, Rochester, NY, US.
In 2001,Xerox, the well-known copier company, was near to
bankruptcy. WHY?

The combination of aggressive Japanese competitors, which were
selling low-price copiers.
A shift toward digital copying, which made Xeroxs pioneering
light-lens copying process obsolete.
Failing to hire the right people for essential positions.
Always beat up on suppliers.
Violations of the GAAP

x
Xerox History and its Barriers
What was the result?
All these challenges was resulting in plummeting sales. Losing
billions of dollars and Xerox was near bankruptcy

How does Xerox find a way to get out of the bottle neck?
Xeroxs board desperately searched for a new CEO who could
revitalize the companys transformation was Anne Mulcahy, a
26-year Xerox veteran. Mulcahy began her career as a Xerox
copier salesperson, transferred into human resource
management, and then used her considerable leadership skills
to work her way up the companys hierarchy to become its
president.

Lets Discuss how Anne Mulcahy created a new
XEROX
Anne Management Skills
Human Skills

Anne had used her leadership skills to meet Xerox employees and customers,
asking them for all kinds creative inputs and their best efforts .
Anne has communicated her near future policy to the employees laying off
and how hard work is required to reduce the cost and best utilize the R&D
budget.

One of the communication skills that Anne has used is to listen to customers
through Xerox team (Managers, sales, and engineers) she has initiated the
Focus 500 Which require that Xeroxs Top 200 Mangers go out and visit
Xerox Top 500 customers


Anne Management Skills
Conceptual skills

Closely listening to employees and customers has led to
developing new strategies that transformed the product line
Two main strategies Anne has implemented:

1. is to develop two new kinds of digital copiers, one is high end
digital color copiers targeting medium and large business, and the
other is low end copiers offering print quality, speed, and price not
even matched by Japanese
2. is to invest more resources to develop new efficient sales and
service network to support customers

"Employees who believe that management is concerned about them as a
whole person - not just an employee - are more productive, more satisfied,
more fulfilled"
Anne and Management Milestones
Management Functions

Planning
Plan the best strategies for Xerox to maximize utilization of invest the
remaining R&D dollars in an innovative copiers to attract new customers to
maximize profit and revenue

Organizing
Emphasizing the new roles of reaching customers by all employees, even to
cancel the important meetings for a customer call

Monitoring/controlling
Alter company structure and control systems for reducing high operating
cost

One of the things we often miss in succession planning is that it should be gradual and thoughtful, with lots of sharing of
information and knowledge and perspective, so that it's almost a non-event when it happens MULCHAY , ANN

Conclusion :
1. Mulcahy has developed new strategy for Xerox customers, she made a
combination of software and hardware that create highly customized
documents for their own customers (banks, retail stores, small business)
to create individual client statements .

2. She decided to replicate Xerox's sales and customer service operation
around the globe and customize them to the needs of customers in each
country.

3. The result was soaring profits, in 2007 revenues increased by 11 %
compared to 2006 . It almost doubled more than half its revenues come
from customers outside .

4. Finally ,The researchers came up with idea for a dual engine copier printer
after customer in focus group willing to pay extra for a copier. It's one of
new customer led innovations that resulted double the profits coming
from new products, which allow Mulcahy presents better performance in
2008 .

Did Xerox problems has been fixed?
Yes Xerox do it by effective & efficiency Management of the
problem raised
Thank You