Managing Change Essay

560 Words 3 Pages
Motorola Company is a great company having penetrated in the United States market and hence had a fair market share. However, some wrangles had led to Motorola losing its glory where its customers left it, complaints increased and it was moving very slowly in digital production. Motorola had a very bad culture that involved internal rivalry and internal competition. Divisions within the company used to compete with each other instead of working together in their investments and exchange ideas in production. Their culture was too much of engineering driven and Galvin the chief executive officer of the company felt that this culture was not in line with the goals and vision of the company (Georgia, 1998). A change was needed and Galvin …show more content…
Galvin also ensured the sales people served people to their best. Galvin was ready to change this culture to a state of even restructuring the company. He restructured the company to discourage any internal competition whatsoever. His main objective was to consolidate all the activities and operations of Motorola into three categories. These groups would include a communications department which would bring together wireless equipment, radios, modems and cell phones. His major target for doing all this was to promote coordination of business plans in communication teams and discourage any rivalry between them. This would also lower costs of developments. In previous days divisions used to compete and completely refused to cooperate. They used to have what they called “warring tribes” (Georgia, 1998). This was a culture that Galvin had a long way to remove in Motorola.
The wrangles were intense that it came to a point where the division in charge of making semi-conductor chips refused to make chips that were required by other divisions. This kind of inefficiency had to be curbed by Galvin. A new era had to be introduced with new procedures, systems, culture and bigger dreams all together mixed to create a more pronounced vision for Motorola that would be able to adapt to any dynamic change in the future. Many managers complained, employees at the paths mumbled and Galvin had to

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