Essay about Xerox

975 Words May 16th, 2012 4 Pages
Ad1. John Clendenin faced a number of different challenges, depending on the stage of his career.
First, as the administrative manager of parts and supply area. He started to be the leader of long-term experienced logistic guys with the usual confines action. Moreover, the Clendenin’s previous success cause that his team became reluctant to continue providing the information necessary to compliment his strategy. He had particular issue with Tom Gunner, who had been working with Xerox for 20 years. Clendenin had no authority and did not raise Gunner’s confidence because in Gunner’s eyes he had very little experience and knowledge.
Clendenin took an open and honest attitude for the obstacle above. He presented the awareness of the own
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Third, Clendenin’s challenge was presented during the building the new MDC division. This meant aligning the operating unit managers on the new steering committee and working group to achieve a common of reducing costs. Clendenin was head of a small group with no formal authority, no headcount, and a small budget. To increase his budget, he had to save at least as much for Xerox U.S. Moreover, Clendenin had to identifying and recruiting appropriate people to join his organization; this was not easy because the kind of people he wanted were the kind of people other organizations wouldn’t let go.
Third obstacle he was able to managed by the building trust and managing the conflict. He used psychological skills but nobody felt it was manipulative because it was genuine. The subordinates trusted him to do the right thing for MDC. He supported the idea the workplace should be conducive to helping employees achieve what they want; encouraged community activities as long as they were getting the job done. He took care of the employee’s life balance (he organized the golf for all team members) . He was creating MDC climate treats seniors same as juniors and everyone understands this, develop team by overlapping job responsibilities so bonding occurs. He used clear structural feedback (verbal warning, “green note” and “dragon paper”). He preferred coach than dictator managing style. He developed MDC culture, he created

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