: 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 Functions3. Management Skills4. Management Roles5. Xerox history and its barriers6. 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?

ManagerSomeone who works with and through other people by coordinating their work activities in order to accomplish organizational goals

Managerial Levels Team LeadersFirst-Line ManagersMiddle 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 situationssee the organization as a wholeunderstand the relationships among subunitsvisualize how the organization fits into

Interpersonal RolesHow Manager interact with other people

Informational RolesHow Manager exchange information

Decisional RolesHow 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 Xerox’s 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? Xerox’s board desperately searched for a new CEO who could

revitalize the company’s 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 company’s hierarchy to become its president.

Let’s 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 Xerox’s 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

OrganizingEmphasizing 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