Essay about Homework 1A

761 Words Oct 30th, 2014 4 Pages
1. How effective was Ko in defining and framing a vision for Motorola Penang? In what ways were her efforts similar to and different from the example of Charles Schwab citied earlier?
* How did Ko resolve the dilemma of where visions come from? Where did she find her vision?
Ko wants to her team both defining and framing a vision, because that will embrace visions best and see with their own eyes. Ko struggled with the most effective way of making her vision a reality. She engaged many of her top team in discussions about the challenges of the future of the facility. She had many specific and concrete ideas but didn’t want to seem to be imposing them on the group. She wanted to get most involvement possible to ensure all relevant
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She actually made this place for new university graduates.
2. Evaluate the content dimensions of Ko’s vision work at Motorola Penang. How did she do with:
* Making the Case for Change
* Identifying an Ideal Goal
* Addressing the People dimension Ko struggled with the most effective way of making that vision a reality. She engaged many of her top team in discussions about the challenges of the future of the facility, but they still looked to her as the leader and wanted to hear her vision of the future. She took a very hard-nosed approach to Motorola business model. She saw technology as a two-sided coin that would eliminate low-skill jobs at the same time that it brought new opportunities. She knew that other countries had lower labor costs. Yet she was committed to rapidly move Motorola to produce more complex systems products, creating an increased demand for technicians and engineers. First Ko asked her managers’ envision, and then chose to focus on five major activities to help build capability of Motorola Penang and its employees to achieve this very ambitious vision.
The five major activities are:
External relationships: Involving corporate in her new vision.
Management development: Groom manager for new roles in the vision
Maintaining state of the art manufacturing: Keeping up with technology to help achieve her vision
Participative management process: Getting keep leadership involved in achieving the vision

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