Motorola Case Study Essay

Step 4 is to communicate the Vision. When everyone in the company understands and believes in what the company stands for, it creates a sense of unity and will reduce resistance to change. Communication is the key. Training will be implemented, but if there are any additional

I believe that Smith could have and should have spoke to the people of Flint. Smith was not clear on why he was making the layoffs to the workers, but Moore does confront Tom Kay about the issue. Kay’s response was that Smith made the layoffs to increase their profit and they will do that by opening a factory in Mexico and hiring people down there to work for less pay. Moore then was on the hunt for Smith trying to interview and speak with him. Moore spent three year chasing Smith across the country and he never did get to speak with Roger Smith. As CEO Smith should have agreed to at least talk with Moore about the issues that the layoffs have brought and why the layoffs happened. Smith also could have brought up the issues with the higher up GM workers and ask them to lend a helping hand in this

Most healthcare organization are facing tremendous amount of challenges as they attempt to solve problems and take advantages of the numerous opportunities brought about by the advancement in information technology, and information system. The decision to embark on a certain project can prove to be a daunting task, due to the fact that most proposed project will encounter major resistance and experience low stakeholder buy-in. One of the major reason that project faces resistance is the lack a well articulated vision statement at the initial phase of the project. As in the case of FutureCare Medical Group, a clear vision for the project was ambiguous at best, and achieve very little in persuading the physician's group to offer their full support.

All internal stakeholders want to be part of this development and are motivated to make it work

some difficult decisions. Only eight months into his job as chief marketing officer (CMO) of GE’s

Microsoft is a multinational corporation of the United States; It specializes in developing, manufacturing, trading software licenses and supporting a wide range of computer related products and services.. In terms of revenue, Microsoft is the world's largest software maker. It is also called "one of the most valuable companies in the world".

Planning the change – Ensure that all research has been completed; examine the organisational structure, job descriptions, and performance and compensation systems to ensure they are in line with the vision.

Clearly, "beleaguered" Ogilvy's new CEO needed to prevent further decline by instituting changes that were long overdue:

Throughout the hearing, CEO Mary Barra states that the mistakes of the “old GM (pre-bankruptcy)” are not the fault of the “new GM (post-bankruptcy)”, she pledges to fix the situation, starting with the new position of Vice President

In the Romano Pitesti case, Tickton-Jones’ Management Team is faced with a situation that is not altogether uncommon in the business world, in that some employees feel that members of the Sales staff are being given “special” treatment by the company. Romano’s actions have probably not been as bad as what has been described to Management, but due to the fact that employees are still trying to find their place in the new, combined company, any hint of “unfairness” is immediately put under a microscope by other employees, and therefore, Management will have to take some sort of action, in order to show the other employees that their concerns are being taken seriously.

That relates directly to winning a larger market share. The short-term goal for the company should be to cut coasts and improve the human resource department functions. Which can be done through the above stated suggestions of the improvement of the business.

Kotter’s step 2 of building a powerful coalition is often combined with step 3 of getting the vision right as organisations bring senior and middle managers as well as employees together with a shared vision for the organisation. Participation and involvement from all levels of the organisations in building a successful coalition not only acts as a motivation for employees to support the change effort by reducing resistance but also facilitate a creation of a good vision that will help to clarify the direction in which the organisation needs to move and the strategies in achieving these desired vision (Armenakis & Harris, 2009). Without a sensible vision, a transformation effort can easily dissolve into a list of confusing and incompatible projects that can take the organisation in the wrong direction or nowhere at all (Kotter, 2007).

We will further discuss what led to this situation, and give a recommendation on the changes that should have been made prior to the divestiture in 1984.

Discussion Questions 1. Evaluate this situation from the view point of David Edmondson’s ethical leadership. What could Radio Shack have done differently? In this world some people want money and power. To gain these two things often people choose the wrong ways. David Edmondson is one of them, because he cheated on his resume. David Edmondson is a fraud that means he is not an ethical leader at all. Because of Edmondson’s cheating his company RadioShack faced losses, so he didn’t do ethical leadership in his workplace. If a manager cheats, lies, steals, manipulates, take advantages of situations, or treat others unfairly that is not an ethical behavior. That is called unethical behavior. We can see

Motorola was first founded in 1928, making battery eliminators for household radios. In 1929 the company designed and manufactured and car radios, then a new concept, and subsequent sales kept the company afloat during the Great Depression of the 30s.