MDCs Approach To Motivating And Coordinating Employees In Xerox Essay - 10

MDCs Approach To Motivating And Coordinating Employees In Xerox - Essay Example This could most clearly demonstrate the role of Clendenin being the authority as the project manager within the organization because they are let go to coordinate activities and build teams according to their own creative standards and communication patterns after the rational career development training. The sources of power in a matrix organization like Xerox are very disparate and changeable, to reflect the external environment of change and dynamism in a competitive industry. Clendenin created many new opportunities for looking at organizations and the relationships that are formed out of a sense of circumstance and happening rather than out of a sense of totalized management planning. The result was a more open and malleable system that accounts for vagaries in the organization and obstacles that may not be as easily accounted for from other, more rationally strict viewpoints. This perspective also often stresses the ability of the face of the organization, like Clendenin, to determine its corporate culture. Clendenin has a strong social network based on a foundation of team-based management. MDC has made various organizational design choices as shown in the case, particularly revolving around its new career development initiatives and new procedures that focus on teamwork as well as effective management. In terms of its status as an organization as shown and depicted in the case, MDC has faced design challenges in various ways. In terms of vertical differentiation, this has been met at the organization through the maintenance of systems within a matrix type design, which still has differentiated areas of control such as those of project manager and sub-project manager, who are able to balance between the multinational sections of the organization and the more domestic management- or budget-oriented sections, which form two distinct organizational cultures.