53.Mini-case the go-slow culture at motorola
Questions
1. What about the Motorola culture does Zander want to change?
2. Speculate on what Zander might do to change the Motorola culture.
In 2004, Zander was selected by the Motorola board of directors to succeed Chris Galvin who retired in September 2003, ending a three generation reign of his family at the head of the electronics giant.
Zander had a lot to prove, and he quickly went to work. His first task was to oversee the new spin-off that Motorola had begun just shortly before he joined, Freescale Semiconductor. He announced that he would focus the company on its consumer electronics business and start taking better care of its customers. During his time, he acquired 12 companies and wound down poor-performing businesses. He also ramped up the business units that sell radio equipment to the government, cable set-top box components, and wireless communications products.
Zander came into a tough corporate culture - Motorola's departments have been referred to as "warring tribes". He created a bonus structure that based 25% of all bonuses on customer satisfaction, meeting product deadlines, cooperation between departments, etc. He started looking to target major corporations for communications gear and services, instead of just aiming at customers of the phones and telecom companies with wireless gear. A reorganization of Motorola's business divisions became likely. Zander wanted to see new types of products that focused on melding Internet technologies with wireless phone technologies. He established the philosophy of "seamless mobility" to integrate Motorola's products and create a sense of unity within the company.
So Zander should change culture of a Motorola to attractive appearance and record-breaking thin housing and to make a revolutionary product.
High cost of phone would lift sales because phone will not be available to all.
Along with it, the Motorola company should develop quite good models with excellent musical phone. So Zander could change culture of the company a Motorola. And if sales after all fall then to choose larger company in allies.
54. Describe the bureaucratic form of organization, and discuss its advantages and disadvantages.
A bureaucracy is a rational, systematic, and precise form of organization in which rules, regulations, and techniques of control are specifically defined. Think of bureaucracy as the traditional form of organization, with other structures as variations of or supplements to bureaucracy. Do not confuse the word bureaucracy with bigness. Although most big organizations are bureaucratic, small firms can also follow the bureaucratic model. An example might be a small, carefully organized bank. Principles of Organization in a Bureaucracy
The entire traditional, or classical, school of management contributes to our understanding of bureaucracy. Yet the essence of bureaucracy can be identified by its major characteristics and principles as listed next:
1.Hierarchy of authority; 2.Unity of command; 3.Task specialization; 4Responsibilities and job descriptions.; 5 Definition of managerial responsibility; 6.Line and staff functions.
In a bureaucracy, power is concentrated at the top, yet many more employees occupy lower levels in the organization. Note that team leaders are typically found at the first level or middle level of management. Advantages and Disadvantages of Bureaucracy. Bureaucracy made modern civilization possible. Without large, complex organizations to coordinate the efforts of thousands of people, we would not have airplanes, automobiles, skyscrapers, universities, vaccines, or space satellites. The Bureaucratic Form of Organization:
Many large bureaucratic organizations successfully continue to grow at an impressive pace, such as Wal-Mart and General Electric. A major reason that bureaucracies (or hierarchies) continue to thrive is that they fill the basic need for order and security. Despite the contributions of bureaucracy, several key disadvantages come to mind. Most of all, a bureaucracy can be rigid in handling people and problems. Its well-intended rules and regulations sometimes create inconvenience and inefficiency. For example, requiring several layers of approval to make a decision causes the process to take a long time. Another substantial problem in a pronounced bureaucracy is that many workers pass responsibility to another department for dealing with a problem. A typical comment is “You will have to be in touch with (another department) to solve that problem.” Other frequent problems in the bureaucratic form of organization include frustration and low job satisfaction. These negative feelings arise from sources such as red tape, slow decision making, and an individual’s limited influence on how well the organization performs.