Peter Browning and Continential White Cap

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The threat of rising competition from the Japanese was real. Japan was steadily expanding its technology and sold their product at less than fair market value to increase their strength.

Organizational Systems Affected

Centralized organizational system was gradually becoming decentralized.

Employees felt over managed and under directed. Felt fear in light of Bob’s announcement.

Technical systems.

Managerial systems.

Goals and values.

Alternative Solutions

Prior to giving the1983 speech Bob should have met with his executive officers and Human Resources to determine the best way to pursue his goal of restructuring Motorola. To have a more positive outcome all senior leaders would be activated to buy into the new idea of restructuring Motorola.

Instead of surprising the organization with his 1983 speech, Galvin could have talked this over with the other executive officers and employees to come up with ideas for restructuring of the organization. People are more likely to accept the change if they are actively involved in the change. But to surprise everyone and just drop it like a bomb left some doubt and fear with the other executives and employees. Galvin was a successful entrepreneur but could have empowered his employees and ask for their input. For a CEO that was so adamant of its employes dignity and respect, isn’t it strange he didn’t think to respect their input of ideas would be relevant in the change?

Recommendations and Implementations

In effort to keep Motorola on the track of success it is vital the to maintain the appropriate organizational structure and foster a positive work environment. The organizational structure, aside from the vision is the strength of the organization. To stay current amidst economic changes, organizations must know if, when, and how the structure must adjust. For Motorola this means including the executive and senior management in the decision making process that affects the organization. By mirroring the work relationships of ‘family’ as with the origin of the firm, employees stay empowered and alert for the firm to succeed. A happy employee is not only more productive, but their ideas and creativity flows smoother to allow the innovation Motorola has been known for throughout the years.

Bob Galvin once said, “at times we must engage an act of faith,” and know “that key things are doable that are not provable” (Leadership, n.d.). Because it Bob Galvin and his ability to see and act on what others could not that made him a man to be remembered through the ages.

Reference

Jick, T. D., & Peiperl, M. A. (2011). Managing Change:cases and concepts (3rd ed.). New York,

NY: McGraw-Hill Irwin.

Leadership. (n.d.). Retrieved from Galvin Electricity Initiative: www.galvinpower.org