1. ORGANIZATIONAL DEVELOPMENT

2. ABSTRACT To streamline its performance, Xerox Corporation has to develop a comprehensive framework for organizational development. To streamline its performance, Xerox Corporation has to develop a comprehensive framework for organizational development. This project seeks to describe the process model for strategic change at Xerox Corporation through organizational development. This project seeks to describe the process model for strategic change at Xerox Corporation through organizational development.

3. BACKGROUND Organization development is one of the most essential tools of change in modern day corporate entities. Organization development is one of the most essential tools of change in modern day corporate entities. Xerox specializes in of document management. Xerox specializes in of document management. Its performance was on the decline during the 1990s (Bohlander & Snell, 2007). Its performance was on the decline during the 1990s (Bohlander & Snell, 2007).

4. OBJECTIVES OF THE PROJECT Evaluating the need for managing strategic change. Evaluating the need for managing strategic change. Redesigning the Xerox Corporation. Redesigning the Xerox Corporation. Assessing the input of organizational development consultants. Assessing the input of organizational development consultants. Analyzing the hindrances to change. Analyzing the hindrances to change.

5. REDESIGNING XEROX CORPORATION Change cannot be achieved without incorporating different elements of organizational development within the company (Burk, 2002). Change cannot be achieved without incorporating different elements of organizational development within the company (Burk, 2002). The entire process and specific content should be clearly The entire process and specific content should be clearly defined. defined. Change leadership within the organization must also be highlighted. Change leadership within the organization must also be highlighted.

6. GOING ‘BELOW THE WATERLINE’ The company must sacrifice short terms gains in order to enhance long term sustainability (Hill & Jones, 2012). The company must sacrifice short terms gains in order to enhance long term sustainability (Hill & Jones, 2012). Different performing groups shall be involved in the implementation of strategic change at Xerox. Different performing groups shall be involved in the implementation of strategic change at Xerox. The most important groups include shareholders, board of directors, and technical experts and specialists (Daft, 2009). The most important groups include shareholders, board of directors, and technical experts and specialists (Daft, 2009).

7. STRATEGIC CHANGE Strategic change is the systematic process of incorporating new plans within an organization. Strategic change is the systematic process of incorporating new plans within an organization. While redesigning, all aspects of strategic change must be implemented accordingly (Anderson, 2000). While redesigning, all aspects of strategic change must be implemented accordingly (Anderson, 2000). Strategic change has the capacity to boost the revenues and income of any given corporate organization. Strategic change has the capacity to boost the revenues and income of any given corporate organization.

8. ORGANIZATIONAL DEVELOPMENT CONSULTANTS OD consultants are experts who specialize in advising corporate entities on issues concerning organizational development. OD consultants are experts who specialize in advising corporate entities on issues concerning organizational development. The beliefs of OD consultants might fail to align with the organizational principles The beliefs of OD consultants might fail to align with the organizational principles (McLean, 2005). (McLean, 2005). Their input should not compromise the fundamental organizational policies (Cummings, 2008). Their input should not compromise the fundamental organizational policies (Cummings, 2008).

9. METHODS FOR ‘MINDSET SHIFT’ Changing the mindset of employees is a crucial aspect of implementing strategic change. Changing the mindset of employees is a crucial aspect of implementing strategic change. Employees should be familiarized with the various expectations that the company has upon them. Employees should be familiarized with the various expectations that the company has upon them. ‘Mindset shift’ implies that the employees’ attitudes towards the organization are changed. ‘Mindset shift’ implies that the employees’ attitudes towards the organization are changed.

10. LEARNING APPLICATION Processes of organizational development include promotion of teamwork, enhancement of reward systems and change management. Processes of organizational development include promotion of teamwork, enhancement of reward systems and change management. Strategic change must be implemented in phases. Strategic change must be implemented in phases. Companies like Xerox might integrate the input of OD consultants when in strategic change management. Companies like Xerox might integrate the input of OD consultants when in strategic change management.

11. Conclusion The project has provided a multidisciplinary approach towards organizational development in Xerox Corporation. The project has provided a multidisciplinary approach towards organizational development in Xerox Corporation. It involves different perspectives such as going ‘below the waterline’, assessment of hindrances to change, evaluating the input of OD consultants and the development of methods for mindset shift. It involves different perspectives such as going ‘below the waterline’, assessment of hindrances to change, evaluating the input of OD consultants and the development of methods for mindset shift.

12. References Anderson, M. C. (2000). Strategic change: Fast cycle organization development, Belmont: Thomson Learning. Anderson, M. C. (2000). Strategic change: Fast cycle organization development, Belmont: Thomson Learning. Black, J. S. (2002). Leading strategic change: Breaking through the brain barrier, NJ: Pearson. Black, J. S. (2002). Leading strategic change: Breaking through the brain barrier, NJ: Pearson. Bohlander, G. W. & Snell, S. (2007). Managing human resources, Belmont: Thompson Learning. Bohlander, G. W. & Snell, S. (2007). Managing human resources, Belmont: Thompson Learning. Burk, W. W. (2002). Organizational Change: Theory and Practice. Thousand Oaks, CA: Sage. Burk, W. W. (2002). Organizational Change: Theory and Practice. Thousand Oaks, CA: Sage. Cummings, T. G. (2008). Organization development & change, OH: South Western. Cummings, T. G. (2008). Organization development & change, OH: South Western. Daft, R. L. (2009). Organization theory and design, Belmont: Thompson Learning. Daft, R. L. (2009). Organization theory and design, Belmont: Thompson Learning.

13. Hill, C. W. & Jones, G. R. (2012). Strategic management: An integrated approach, OH: South-Western (pg 377- 381). Hill, C. W. & Jones, G. R. (2012). Strategic management: An integrated approach, OH: South-Western (pg 377- 381). Julia, B. & Johnson, G. (2008). Exploring strategic change, NJ: Pearson Education (pg 41-45). Julia, B. & Johnson, G. (2008). Exploring strategic change, NJ: Pearson Education (pg 41-45). McLean, G. N. (2005). Organization development: Principles, processes, performance, Berrett-Koehler Store (pg 70-74). McLean, G. N. (2005). Organization development: Principles, processes, performance, Berrett-Koehler Store (pg 70-74). Roggow, C. (2012).. Retrieved from: http://mergerandacquisitionstrategies.org/organizational- development-within-xerox Roggow, C. (2012). Organizational Development within Xerox. Retrieved from: http://mergerandacquisitionstrategies.org/organizational- development-within-xerox http://mergerandacquisitionstrategies.org/organizational- development-within-xerox http://mergerandacquisitionstrategies.org/organizational- development-within-xerox Sadler, P. (1995). Strategic change: Building a high performance organization, Pergamon (pg 107-110). Sadler, P. (1995). Strategic change: Building a high performance organization, Pergamon (pg 107-110). References (cont’)

14. Created by Craig W. Roggow __________________