ision making process that directly involves "the line managers of the business divisions" (p. 113). The organizational redesign plan recognized that compromises would often be required (p. 113). In this context, the organizational redesign at Xerox is similar in character to the facet of Japanese management that relies on consensus in decision making.
The organizational redesign at Xerox also modified individual compensation schemes within the corporation to assure the alignment of individual compensation with the strategic objectives of the corporation (p. 116). Further, as a part of the organizational redesign, those individuals in the top 50 or so jobs in the corporation are now required to purchase Xerox common stock of a value equivalent to one year's salary, as a prerequisite for participation in the revised incentive compensation program (p. 116). The incentive compensation program for the top two thousand people in the corporation was changed to p
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