Articulating and Communicating Essay

1. How effective was Ko in defining and framing a vision for Motorola Penang? In what directions were her efforts similar to and different from the example of Charles Schwab citied preferably? * How did Ko resolve the dilemma of where visions come from? Where did she find her vision? Ko wants to her aggroup both defining and framing a vision, because that will dig visions best and see with their own eyes. Ko struggled with the most effective way of making her vision a reality. She engaged many of her authorise team in discussions about the challenges of the future of the facility. She had many specific and concrete ideas moreover didnt want to seem to be imposing them on the group. She cherished to get most link possible to ensure all pertinent information was considered that would be tasked with making the vision a reality.Kos philosophy reflects a positive, familial, celebrate e actually accomplishment kind of call on environment. Ko treated her people with respect. No ye lling, no shouting, no leaf pointing. Always gave visible rewards for achievers. She shared every success story. She preached the importance of the knowledge, and advances in technology. Charles Chwab started his own company make on what was a unique and quite unconventional idea. He anticipated a need in the gist class. His concern for the middle class was genuine, not just a employment gimmick. His vision led him to a unique path. When market conditions change, he adjusts its patronage model and tactics. He made his vision reality.* We cited doorman and jigsaw lay metaphors when describing how different leaders see themselves. Do either of these metaphors seem germane(predicate) to Ko?Yes, she wants to involve the other top managers first then converted into jigsaw puzzle role. She encouraged her man to naturalise in team, to memorise each other. She loved to share her vision and thought to the others. She cherished her top team have future vision. She was not only shar e her vision, she valued hear from the others first. She had good relation with press and a responsible corporeal citizen in the community. She always looked for positive qualities of a person. She actually made this guide for new university graduates.2. Evaluate the content dimensions of Kos vision work at Motorola Penang. How did she do with * Making the Case for Change* Identifying an Ideal refinement* Addressing the People dimensionKo struggled with the most effective way of making that vision a reality. She engaged many of her top team in discussions about the challenges of the future of the facility, but they still looked to her as the leader and wanted to hear her vision of the future. She took a very hard-nosed approach to Motorola melodic phrase model. She saw technology as a two-sided coin that would divert low-skill jobs at the same time that it brought new opportunities. She knew that other countries had lower patience costs. Yet she was committed to rapidly move Motorola to produce more building complex systems products, creating an increased demand for technicians and engineers.First Ko asked her managers envision, and then chose to focus on five major activities to garter build capability of Motorola Penang and its employees to achieve this very ambitious vision. The five major activities areExternal relationships Involving corporate in her new vision. Management development Groom manager for new roles in the vision Maintaining state of the art manufacturing Keeping up with technology to help achieve her vision Participative management process Getting keep leaders involved in achieving the vision Technical skill development Ko knew didnt want to layoff underskilled workers so she established a Masters of windup(prenominal) Engineering degree program with classes on Motorolas grounds.3. With respect to the Articulating and communication the Vision, how effectively did Ko address the three different levels of * Strategic percentage point * TacticalHANDS* PersonalHEARTStrategic- HEAD External relationships- Motorola Penang had built up a very good reputation for all that it had ended thus far. She had to maintain and expand those relationships. Tactical- HANDS Management development- Ko had to stableman managers for the new roles that the future facility would require. Maintaining state of the art manufacturing and administrative technologies- Ko had to nudge the evolution to keep Motorola Penang competitive against the lowest cost producers in the world. Participative management process- Ko did everything possible to makeMotorola Penang a high involvement work place. Personal-HEART Technical skills development- Ko was successful in establishing a program with the university with classes held right on the Motorola Penang ground.