Side PanelExpand side panel 8-2 Final Project Two Submission: Management Improvement Plan for a Struggling Company

Running Head: MOTOROLA, A STRUGGLING COMPANY 1

MOTOROLA, A STRUGGLING COMPANY 4

Motorola, a Struggling Company

Name

Institution

Motorola, a Struggling Company

Management Planning

The case of Motorola shows a company whose management failed in leading the company to sustainable success through the thinking and implementation of shrewd strategies. The managers failed to take up growth opportunities such as the 3G migration (Howard, 2008). This decision made the business firm lose touch with its client base hence the speedy financial downfall. Secondly, they failed in terms of stirring innovation so as to provide more efficient devices for its markets. By failing to provide newly demanded products, the company gave an easy time to rivals who snatched it the markets.

Additionally, Motorola refused to grow in term of adopting the new technologies in manufacturing their electronic gadgets. As a result, their products were overtaken by time. When the firm was making this mistake, other companies were learning and implementing strategies that later helped them edge out the organization form the market (Howard, 2008). Further, there is a suggestion that the company did poorly in terms of doing market research and advancing from their traditional markets to new ones.

Employee Perception and Culture

The epic failure of Motorola can be blamed on many factors but one is prominent- the business had a poor working culture. There was little that held the employee together. This is based on the warring top management with departments, sections and individual employees taking the cue from leaders. Eventually, the company did not have a cohesive force lowering both the reputational but also financial sustainability of the firm (Ted, 2014). This way it was difficult to have the values of teamwork and collective responsibility.

Secondly, this organization had poorly established systems of employee evaluation and human resource management. Employees did poorer than before and seemed to have lost their connection with the company founder’s goals and objectives. At the end employees were defective and this culminated in the managements being rated down in terms of achieving business success.

Communications

With regard to communication, the company’s management erred in two steps. First, there were poor strategies adopted in marketing research. The mechanisms used by the company’s leaders to understand what was on demand in the market gave them the wrong intelligence which pushed them to setting wrong performance standards for staff members (Ted, 2014). The management would have trained their employees better and made them more efficient and produce the required products in the markets.

Secondly, the company had a poor and weak internal communication system. This was occasioned by lack open communication between employees. Probably, if there was an open communication system some employees would have helped steer the company in the right direction. By denying employees the opportunity to participate in key decisions, they demotivated them.

References

Howard Anderson. (2008, April 9). 10 reasons why Motorola failed. Retrieved from; https://www.ne tworkworld.com/article/2277903/10-reasons-why-motorola-failed.html

Ted C. Fishman. (2014, August 25). What Happened to Motorola; how a culture shift nearly doomed an iconic local company that once dominated the telecom industry. Retrieved from; https://www.chicagomag.com/Chicago-Magazine/September-2014/What-Happened-to-Motorola/