OCR Document

Organisational Behaviour (ABUS015-3-2) Individual Assignment Page 2 of 3

Learning OutcomesThe objective of this assignment is to develop the students understanding of the leadership traits on how it affects our needs and emotions. The students should be able to analyse the importance 7 leadership traits and its relationship to identify strategies to enrich jobs and motivate employees in organisation.Assignment Specifications

Students are required to read the following case and prepare an analytical report to answer the questions given at the end of it.

Word Limit: 1500 Words [excluding References & Appendices Page]

CASE FOR ACTIONAnne Mulcahy at Xerox

Anne Mulcahy is the ultimate loyal employee. She joined Xerox when she was 23 years old. She spent her first 16 years in sales, then eight years in an assortment of management assignmentsdirector of human resources, head of the companys fledging desktop computer business, and chief of staff to Xeroxs CEO. She never aspired to run Xerox, nor was she groomed to be the boss. So she was as surprised as anyone when Xeroxs board chose her as CEO in August 2001. She accepted the job with mixed feelings: The company was in horrible financial shape. It had $17.1 billion in debt and only $154 million in cash. It was about to begin seven straight quarters of losses. The company had been slow to move from analog to digital copying and from black and white to color. Japanese competitors like Canon and Ricoh had taken a large chunk of its market share in copying machines. Prior executives had diversified the company into financial services and never leveraged Xeroxs expertise in personal computers. Xeroxs stock price had dropped from nearly $64 in 2000 to $4.43. But Mulcahy felt a deep loyalty to the company. She felt an obligation to do everything in her power to save Xerox. Duty and loyalty compelled her to take a job that nobody else really wanted, despite the fact that she had zero preparation.

To say Mulcahy wasnt groomed for the CEO position is a true understatement. For instance, she didnt know financial analysis. She had no MBA and her undergraduate degree was in English/journalism. So she asked the companys director of corporate finance to give her a cram course in Balance Sheet 101. He helped her to understand debt structure, inventory trends, and the impact of taxes and currency rates. This allowed her to see what would generate cash and how each of her decisions would affect the balance sheet. Mulcahy says now that her lack of training had its advantages. She had no preconceived notions, no time to develop bad habits.

Mulcahy and her executive team faced a difficult task from the beginning. Xerox is an old fashioned company and people resisted change. The average tenure of a Xerox employee is 14 years, double the overall corporate average. Although everyone knew the company was in trouble, there wasnt a lot of willingness to challenge the conventional wisdom. She appealed to employees with missionary zeal, in videos and in person to save each dollar as if it were your own. She rewarded those who stuck it out not only by refusing to abolish raises but with symbolic gestures as well; in 2002, for instance, she gave all employees their birthdays off. The gentle pressure was vintage Mulcahy: Work hard, measure the results, tell the truth, and be brutally honest.

After less than three years as CEO, Mulcahy has made startling progress in turning Xerox around. Employees appreciated her truthful and straightforward style. They also liked the fact that she was willing to work shoulder to shoulder with subordinates. Because she was working so hard, people felt obligated to work harder too. But Mulcahy is no softie. Shes smart, energetic, tough but compassionate. And she showed the ability to make hard decisions. For instance, she slashed costs in part by cutting Xeroxs workforce by 30 percent and she shut down the desktop division. She oversaw the streamlining of production, new investment in research and development, and restructured the sales force so vague lines of authority became clear. She met with bankers and customers. Most importantly, she traveled. She galvanized the troops by visiting Xerox officessometimes hitting three cities a dayand inspiring employees. While many people were concerned that the company was headed for bankruptcy, she wouldnt consider that an option. By summer of 2003, Xerox had had four straight quarters of operating profits. The companys stock was up to $11 a share. And while Xeroxs future was still far from secure, at least it was beginning to look like the company would have a future.

Questions1. How did Anne Mulcahy create trust with employees after becoming CEO?

2. What leadership trait do you think helped Mulcahy to influence the turnaround at Xerox?

3. What does this case say about leadership experience? Marking Criteria for each Question1. Content-

15 marks

There is logic and accuracy in the answer presented and the application of concepts or theories used. Case was well understood and problem was well analysed.

2. Presentation of Documentation-

5 marksReferences: Supporting materials/documents clearly explained and presented. Thoroughly lists references that are relevant to the topic. Harvard Referencing is a must.

Language:

There is clarity of sentence structure and grammar.

TOTAL

(20 marks)

Performance CriteriaGradeDescription of performance level

75% 100%There were mature and interesting points discussed based on your supporting research. There was critical application of relevant theory where each point supported with valid explanation and justification. Shows a thorough understanding of case and subject matter. Minimum 3 references given. Minimum or no grammatical errors or spelling mistakes.

65% 74%There were sufficient points raised with valid explanations provided and a fair understanding of the case. Theories were applied but to an extent with some minor omissions.. There is adequate understanding of subject matter. Minimum reference of 3 given. Minor grammatical errors and spelling mistakes.

50% 64%No clear understanding of subject matter, theories or case. Insufficient points given and explanations are unclear or not helpful in clarifying points. Not enough reference given. Major grammatical and spelling mistakes.

Below 50%You did not show understanding of the subject matter or case. Severe failings in answer. Points are off-topic and do not tie back to research. No understanding of theories and concepts taught. Not enough reference given. Numerous grammatical and spelling mistakes.

Submission and Administrative Information:

Students should include the Coursework Submission and Feedback Form with their submission. Plagiarism is NOT acceptable. Representation of another person's work as your own, without acknowledgement of the source, for the purpose of satisfying formal assessment requirements is considered plagiarism. The possible consequences of plagiarism include:

Reduced grade for this module

Referral for this module

Failure of this module

Expulsion from the Institution

All submissions must be made before the stipulated time. If the work is submitted after this time it will be given 0 (zero).

Level 2 - Diploma Asia Pacific University College of Technology and Innovation 2015