Xerox Company the Change of Management

Another technique applied early to respond towards the competitive crisis was a joint union/management initiative named Quality of Jobs Life, an employee involvement strategy produced in imitation of Japanese quality circle concepts. Under this process, Xerox employees participated in influencing their jobs activities and work life, and at first this was centered on the manufacturing work force. A quality circle is defined as a modest work team designed within the voluntary participation of members of a natural jobs group inside a structured program of training, communication, and issue solving. Inherent within the use of quality circles will be the belief by management that there is importance in employee contributions, and this in turn fosters a sense of self-worth within the employee that is beneficial for your company being a whole. The work team notion is as a result a thought of empowerment as well as innovation. Patchin states that a high quality circle is really a group of five to ten those who work together all the time. A high quality circle is not the exact same as a task force. Members on the circle meet on a voluntary basis to identify and solve difficulties in their department and to retain those departments more productive.

Downsizing was observed to become necessary, which was a major shift from the corporate culture not merely for Xerox but also for other Fortune 500 companies.

More organizations these days are searching for new methods of coping with issues of human resource management, just as did Xerox. Innovation is also encouraged by sheer need--major companies tend being far more innovative once faced with disaster simply because the business has no alternative but to innovate or die. Innovation is also encouraged by the use of incentives, the creation of teams charged with finding particular innovations, the development of innovative strategies, the introduction of team methods for example total quality management (TQM) or high quality circles, or an increased emphasis on search and development. A restructuring so that R&D takes precedence more than some other operations or drives the engine rather then following along also encourages innovation. Innovation has to be rewarded at all levels to foster an atmosphere where innovation is attempted. TQM is noticed by some being a challenge to workers and as contributing to unemployment, while other authorities argue with this assessment and suggest that TQM does not cause increased unemployment.

The corporate culture of Xerox continues being expressed in its Mission Statement and in expressed elements of its culture, but the relationship in between management and the employee has changed since it has for most firms in an age of higher outsourcing, downsizing, and employee migration.

 

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