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    Case 1 Xerox

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    alanz123
    The document summarizes the management control system at Xerox Corporation over two eras. In the 1970s, the system focused on accuracy and rigid processes over customer needs. Reporting and planning took a long time. In the 1980s, Xerox revolutionized its system by making quality and leadership the central focus. Key elements now include employee participation, open communication, technology, benchmarking, and continual improvement. Trends influencing the current system include Xerox's worldwide business network and various partnership and ownership models. The document argues organizational culture and individual personalities are highly important to Xerox's control process, with an emphasis on open communication, acceptance of criticism, clear targets, and alignment between individuals and the organization.

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    Case 1 Xerox

    Uploaded by

    alanz123
    1K views4 pages
    The document summarizes the management control system at Xerox Corporation over two eras. In the 1970s, the system focused on accuracy and rigid processes over customer needs. Reporting and planning took a long time. In the 1980s, Xerox revolutionized its system by making quality and leadership the central focus. Key elements now include employee participation, open communication, technology, benchmarking, and continual improvement. Trends influencing the current system include Xerox's worldwide business network and various partnership and ownership models. The document argues organizational culture and individual personalities are highly important to Xerox's control process, with an emphasis on open communication, acceptance of criticism, clear targets, and alignment between individuals and the organization.

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    The document summarizes the management control system at Xerox Corporation over two eras. In the 1970s, the system focused on accuracy and rigid processes over customer needs. Reporting and planning took a long time. In the 1980s, Xerox revolutionized its system by making quality and leadership the central focus. Key elements now include employee participation, open communication, technology, benchmarking, and continual improvement. Trends influencing the current system include Xerox's worldwide business network and various partnership and ownership models. The document argues organizational culture and individual personalities are highly important to Xerox's control process, with an emphasis on open communication, acceptance of criticism, clear targets, and alignment between individuals and the organization.

    Copyright:

    © All Rights Reserved
    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
    1K views4 pages

    Case 1 Xerox

    Uploaded by

    alanz123
    The document summarizes the management control system at Xerox Corporation over two eras. In the 1970s, the system focused on accuracy and rigid processes over customer needs. Reporting and planning took a long time. In the 1980s, Xerox revolutionized its system by making quality and leadership the central focus. Key elements now include employee participation, open communication, technology, benchmarking, and continual improvement. Trends influencing the current system include Xerox's worldwide business network and various partnership and ownership models. The document argues organizational culture and individual personalities are highly important to Xerox's control process, with an emphasis on open communication, acceptance of criticism, clear targets, and alignment between individuals and the organization.

    Copyright:

    © All Rights Reserved
    Download as DOC, PDF, TXT or read online from Scribd
    Download as doc, pdf, or txt
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    At a glance
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    The key elements that made Xerox's management control system work included employee participation in problem solving, open communication, well-trained employees, use of technology, continual improvement, and benchmarking internal performance.

    Xerox expanded globally through business networks, multinational operations, foreign partnerships, and joint ventures. They also began leasing equipment instead of selling it outright.

    Organizational culture and individual personalities were very important in Xerox's control process. An open culture that accepted criticism and clear goals helped drive performance.

    Case 1-3 : Xerox Corporation ( A)

    Question 1 : Outline the management control system at Xerox. What are the key
    elements that make the system work?
    Xerox Corporation had gone through two different era in their management control
    system which are the analytical era of the 1970s and after the quality cultural revolution
    of the 1980s.
    - During 1970s :
    Accuracy and rigid systems were more important than listening to the customer
    Too many controllers will make inadequate decision making process and
    bureaucratic.
    There was never enough data or analysis that make reporting and planning process
    was very long and inaccurate.
    - After revolution of 1980s :
    Leadership through quality is the main management control system. Quality is a
    strategic tool use to improve competitiveness and organizational effectiveness at
    Xerox.
    Competitive benchmarking enable Xerox identify the company that they believe to
    be the best managed in the industry and use numbers from that company, either with
    cooperation of that company or from published material as a basis of comparison.
    Financial Executive Council(FEC) is the central focal point for the finance function
    at Xerox. FEC had contributed in the formulation of management decision at the
    operating unit which added more value to the management process and they set the
    course for becoming a world class financial operation.
    Proper goal setting - each operating unit had a set custom-designed targets.

    - Key elements that make Xerox system work :


    Employee actively participate in problem solving.
    Open communication among workers and employers.
    Well-trained people able to perform assigned duties.
    Latest information technology facilitate information sharing and marketing.
    Review and continually make an improvement based on customer requirement.
    Make a standard for comparing internal performance and implement the best
    practices to improve performances.

    Question 2 : What recent trends at Xerox do you see influencing the management
    control process?
    There are several trends that have influenced the management control process in Xerox
    Corporation :
    Worldwide business network had make Xerox growth rapidly as possible.
    Multinational corporation serving.
    Find foreign partner who offered immediate entry into oversees market.
    Leasing contact rather than equipment sale.
    Joint venture
    Form a partnership.
    Ownership structure varied based on the country and the local partner.

    Question 3 : In your opinion, how important are organizational culture and


    individual personalities in the Xerox control process?
    In my opinion, there have a strong connection between organizational culture and
    individual personalities in the Xerox control process.
    Organizational Culture
    Open communication especially in problem solving process.
    Can accept criticism for improvement.
    Segregation of duties based on their work skill.
    Have clear target to be achieve.
    Individual Personalities
    Vocal and actively engage in the problem solving process.
    Willing to keep learning new things for the sake of the organization.
    Always willing to accept assignments and trying to implement them in earnest.
    The individual must be in line with the organization to achieve the targets that have
    been set.

    UNIVERSITI UTARA MALAYSIA


    COLLEGE OF BUSINESS
    SEMESTER 2 SESSION 2014/2015
    BKAM 5023
    MANAGEMENT ACCOUNTING AND CONTROL SYSTEM
    INDIVIDUAL ASSIGNMENT :
    CASE 1-3 : XEROX CORPORATION (A)
    PREPARED BY :
    NUR ILI NAJIHAH BINTI ADNAN
    818855
    PREPARED FOR :
    PROF. MADYA DR. CHE ZURIANA
    SUBMITTED DATE :
    28 MARCH 2015

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