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Essay / Research Paper Abstract
This 8 page paper is based on the case study supplied by the student. The paper identifies the problems and issues surrounding the difficulties faced by Motorola during the 1990s and the early 2000’s. After identifying problems in the issues the paper outlines a number of concepts and approaches which are useful in understanding the problems and designing solutions. These concepts include those of organisational structure, the management of organisational culture and organisational learning. The bibliography cites nine sources.
Page Count:
8 pages (~225 words per page)
File: TS14_TEmotoprob.rtf
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Unformatted sample text from the term paper:
reasons behind that failure were manifold including issues of organisational structure, the internal culture which resulted in competitive rather than cooperative behaviour and an inability to adapt to the changes
within the marketplace. In order to examine it in more detail the main problems and issues will be identified. Organisational Structure The first problem faced by the company which
helped to lead to many of the problems was the company structure. The company structure was fragmented; the different divisions did not interact. Each division head had total control over
their own divisions. This meant that they could choose whether or not to co-operate with the other divisions. In the past this fragmented structure had been effective due to the
way in which it encouraged internal competition. It was this structure which allowed the cellular operations to grow and become a dominant part of the company, this occupied as the
cellular division cannibalised the two way radio business in order to become a much larger division. Internal competition has been successful in some firms. It was Fisher who developed
the culture of internal competition, he actively encouraged the department is trying to take business from each other. When Tooker succeeded him as saying strategy was followed. It is only
when Galvin is that the helm that this approach begins to change. Communication The fragmented culture with separate divisions meant that communication was poor. The different divisions would
make and sell products which were compared entry to each other, but with poor communication the development, marketing and support of the products was ineffective. There are many examples of
this problem within the company. During the late 1990s the marketing director was being asked for the new digital technology by companies such as Ameritech and Qualcomm. With large companies
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