Motorola, Inc. (NYSE: MOT) is an American, multinational, Fortune 100, telecommunications company based in Schaumburg, Illinois. It is a manufacturer of wireless telephone handsets, and also designs and sells wireless network infrastructure equipment such as cellular transmission base stations and signal amplifiers. Motorola’s home and broadcast network products include set-top boxes, digital video recorders, and network equipment used to enable video broadcasting, computer telephony, and high-definition television.
Its business and government customers consist mainly of wireless voice and broadband systems used to build private networks and public safety communications systems like Astro and Dimetra. Motorola’s handset division is now focusing on smart phones using Google’s open-source Android mobile operating system, including the first phones to ship using Android release 2. 0 (“Eclair”). CHAPTER II: ELEMENTS OF CORPORATE CULTURE 1. The Paradigm: What the organization is about; what it does; its mission; its values.
Control Systems: The processes in place to monitor what is going on 3. Organizational Structures: Reporting lines, hierarchies, and the way that work flows through the business. 4. Power Structures: Who makes the decisions, how widely spread is power, and on what is power based? 5. Symbols: These include organizational logos and designs, but also extend to symbols of power such as parking spaces and executive washrooms. 6. Rituals and Routines: Management meetings, board reports and so on may become more habitual than necessary.
Stories and Myths: build up about people and events, and convey a message about what is valued within the organization. I have just provided the overview of elements of corporate culture. The details of those elements will be discussed later in this assignment. CHAPTER III: CORPORATE CULTURE ANALYSIS 1. Schein model 1. 1. Artifacts 1. 1. 1. Dress code At Motorola, they want employees to be as comfortable as possible while still preserving the professional image that our customers expect. In most Motorola facilities, business casual dress is the norm.
Regular business dress is expected for customer meetings and when dignitaries visit. 1. 1. 2. Working hours Motorola understands the need to match personal needs with business objectives. One of their commitments is to provide flexible working arrangements for most positions. For instance, let’s talk about it if you require a flexible work arrangement, such as a compressed work week, alternative start times or teleworking. 1. 2. Espoused Values 1. 2. 1. Slogans, mottos The advertising slogan, or business slogan most associated with Motorola, is: “HelloMoto”
Mission statements Motorola Mission Statement: “We are a global communications leader powered by a passion to invent and an unceasing commitment to advance the way the world connects. Our communication solutions allow people, businesses and governments to be more connected and more mobile. ” Motorola Vision Statement: “Our history is rich. Our future is dynamic. We are Motorola and the spirit of invention is what drives us. ” 1. 2. 4. Statements about commitment to excellence “Maintaining Motorola’s valuable reputation requires complying with our quality processes and safety requirements.
We damage our good name if we ship products or deliver services that fail to live up to Motorola standards. ” 1. 2. 5. How employees and customers are treated They treat each other with respect and fairness at all times, just as they wish to be treated ourselves. They value the differences of diverse individuals from around the world. Employment or corporation decisions are based on business reasons, such as qualifications, talents and achievements, and are in compliance with local and national employment laws. 1. 3. Basic Underlying Assumptions
For example: Relationships with prospective or existing suppliers, contractors, customers, competitors or regulators must not affect their independent and sound judgment on behalf of Motorola. Motorola can accept items of nominal value, such as small promotional items bearing another company’s name. They do not accept kickbacks, lavish gifts or gratuities. They will not accept anything that might make it appear that our judgment for Motorola would be compromised as a result. 2. Deal and Kennedy’s model 2. 1. Feedback
360-degree feedback is being used to solicit feedback from varied quarters to assist in accelerating the growth of leaders. Reports are being sent to the participants directly. As for employees, they communicate regularly with their employees to keep them informed about business activities, to encourage their involvement in company activities and to provide feedback to management. In addition to one-to-one and team meetings with employees, their communication channels include: Video and email messages from senior leaders i?? Weekly news e-bulletinsTown-hall meetings
Online Q & A forums and knowledge-sharing communities i?? Employee intranet site i?? TV news service i?? Trade show blogs Podcasts In 2008, they launched a formal manager communication program that helps managers drive key messages to their teams through tools designed specifically for manager needs, including a manager newsletter, The Direct Report, manager paks (MPAKs) with talking points and answers to common questions, and an expanded manager web site. They’ve implemented a “cascade-method” of employee communications where senior leaders utilize managers to drive critical communications to employees.
Therefore, the feedback process is really effective. 2. 2. Risk The uncertainty can’t be avoided; but there are only few risks. Motorola conducts Open Door Policy. The policy supports open dialogs and encourages interdisciplinary teamwork across locations. This facilitates decision-making and enables Motorola to react faster to changes in current market situations. 2. 3. Conclusion After understanding the feedback and the risk of Motorola, we can assume that Motorola has The Work Hard/Play Hard Culture, which is characterized by few risks being taken, all with rapid feedback.
This is typical in large organizations, which strive for high quality customer service. 3. Charles Handy’s model Motorola has a power culture, which concentrates power among a few. Control radiates from the center like a web. Managers are expected to lead. They have to care not only the business activities of the company but also the integrity of culture. 4. Arthur F Carmazzi’s model Motorola creates many opportunities for employees to develop and give them many rewards and compensation; for example: retiring plan, travel, scholarship etc.
Therefore, people in this company have a tendency to believe in it and feel good about its products. The mission statement of this company also spreads to each employee; everybody understands the objectives and direction of Motorola. To sum up, we can assume that Motorola has a Brand congruent culture. 5. Hofstede’s model 5. 1. Process – oriented versus Result oriented Motorola is a result oriented company. They focus on the outcome of the work, not the process of doing it. Employees are encouraged to be very creative to perform their tasks as well as possible.
They use the benchmarking to reach the highest performance. 5. 2. Job – oriented versus Employee – oriented Motorola is committed to demonstrating constant respect for people and to providing equal opportunities in a global environment. In addition their employees participate in a wide range of social responsibility activities in their communities. Every employee is responsible for maintaining a safe workplace by following health and safety rules and practices. Through the honesty and integrity of its people, Motorola has been able to build long-term relationships with its customers.