Abstract
The paper has elaborately discussed the transformational model, operations performance, and process design at Motorola which is a mobile phone company that seeks to manufacture the best phones. This is the surest way through which it would improve its profitability. Failure to adhere to the transformational model and theories can present challenges to organizations, and that is why they should embrace the model and theories. The response by the management in case there are challenges has also been discussed in this report. Furthermore, the report has concluded on the essence of the theories and models and given way forward moving into the future. All that the model and theories are concerned about are structures, processes, strategies, and business environment within organizations. All these have to be put in a way that is beneficial to consumers.
The Transformation Model
The transformational model is central to the designing and restructuring of Motorola Company so as to improve its performance and meet the growing needs of its consumers. It is what leaders use as a guide to direct the company towards success that is much sought after. The model simplifies the understanding of the organization and spurs it towards success. The transformational model has borne fruits in the field of employee satisfaction, profitability, cycle time, efficiency, and quality and customer service. The model has helped Motorola to understand its environment of operation by being sensitive to what consumers want, changing technologies, knowing competitors, and understanding political, social, and legal climates. The survival of Motorola is based on its full understanding of the environment. Motorola has got clear strategies for growth and has distinguished itself from its rivals in the market by adding value to its products and selling them cheaply (Sawhney et al, 2017). Motorola knows where it has come from and where it looks forward to going guided by its vision, mission, and values. The transformational model promotes the smooth flow of work throughout the organization. All the steps are adhered to when making Motorola products or offering services. In the transformational model business processes and people are well organized so that in the long run they met the objectives of the organization. Proper structuring of Motorola is the reason as to why the performance of the company is improved. The systems have been organized in such a way that related activities are put together so that in the long run work is organized and properly coordinated.
Proper organization of systems within Motorola has helped in recruitment, promoting employees, training, communication, planning, decision-making, performance feedback, and other procedures (Sawhney et al, 2017). The culture of Motorola Company is boosted by the transformational model as it defines how the company operates, the leadership style it employs, management practices, habits and attitudes of the workers. With the transformational model, it is possible to take note of the performance of the company not just at the current time but also from the past. Results define the health and success of Motorola Company. The company can access its strengths and weaknesses so as to chat the way forward regarding how it is likely to improve. It is not possible for Motorola to improve without results even if it knows the strategies that it can use to succeed. There is no way the company can succeed without having leaders who can drive it towards success. The leadership is responsible for setting clear goals, scanning the environment, developing the vision for the organization, building culture, developing people, and putting in place the necessary infrastructure that can help in undertaking organizational activities (Sawhney et al, 2017).
Operation’s Performance
Operations management deals with controlling the manner in which production and business operations are done so that in the long run an organization like Motorola can be efficient. It deals with smooth business operations by minimizing the wastage of resources while satisfying the needs of consumers. Business processes have to be economically viable so that labor, raw materials, and energy are properly utilized with the aim of developing the company. Skills of individuals, technical knowledge, creativity, and rationality are very vital when it comes to operations management. Motorola has benefited greatly from technological advancements, the division of labor, and manufacturing operations (Sawhney et al, 2017). The workers of the company have continuously had their skills developed; education improved, and cooperated with the management of the mobile company. Some theories are essential in operations performance and management. Business process redesign is essential to the proper understanding of how business processes and workflows operate in a company like Motorola. The theory has enabled the management of Motorola Company to restructure the organization in such a way that business processes flow smoothly. This is the reason as to why Motorola has been able to perform very well in the market and make a good profit. Reconfigurable manufacturing systems have been beneficial to Motorola Company. This is because the company has found it easy to speed up the change in its structure, software and hardware components with the aim of attracting consumers who are so much interested in its products. This is the reason as to why the systems of the company can adjust very fast in accordance to its capacity, intrinsic and market changes.
Another theory that is central when it comes to operations performance is Six Sigma which concentrates on quality. This approach helps in understanding financial positions of companies like Motorola so that it takes part in activities that would benefit economically while putting into consideration its ability to support such programs (Krueger, Mahour, & Stephanie, 2014). Consumers have got a lot of concern for the quality of products, and this is why Motorola uses the theory to satisfy their growing needs. Motorola has also applied lean manufacturing which is a theory that eliminates all ways through which resources can be wasted in the process of manufacturing. This theory has seen Motorola company eliminating uneven workloads or those that are bound to overburden it. This is why the company employs lean but efficient staffs who are in a position to undertake various roles. Many individuals are usually underutilized in instances whereby companies use so many individuals who play the same functions. It is preferable to have a few people who are trained in different activities. This theory eliminates expenses that do not improve the quality of Motorola products and add value to them for the sake of consumers.
Process Design, Layout and Flow
The above process design and layout is in line with the transformational model, and it is what has helped Motorola company succeed in all its activities. It eliminates confusion and makes concerned parties to concentrate on the goals of the organization.
Critical Issues and Problems
Several problems are likely to emerge if the above structure is not strictly adhered to. It is possible for Motorola not to understand the environment in which it operates if it ignores the model. Also, there is the problem of coming up with the wrong strategy just because the environment has not properly been understood. This is wastage of resources, and so it is very hard to satisfy the needs of consumers. Should Motorola fail to stick to the above structure, it will find it very hard to adjust to the realities dictated by the environment. Besides, there will be role confusion and conflicts which are known to slow down the delivery of valuable goods and services that people seriously need. The leadership may fail to give the direction that the organization is supposed to take and inspire the workers to do everything within their reach to attain the goals of Motorola Company. It is very hard to monitor the manner in which the organization operates and this can be very discouraging. Without monitoring results, there is no way through which strategies can be designed to bring about important changes.
Response from Motorola
Motorola Company is keen to minimize the challenges that it faces. All its problems are quickly addressed through three key strategies namely adhering to the transformational model strictly, following the operations model theory, and bringing on board all the stakeholders so as to sort out all the messes that it has by coming up with vibrant proposals. Whenever all the stakeholders are involved, they own up everything and work tirelessly to ensure that the company succeeds. The managers are not shaken up by the issues because at the end of the day; they have got the solutions with them. It is just a matter of reading the guidelines and going by them. The operations management theory and the transformational model are the guides for the management. The stakeholders are readily available for the management, and the management is very proud of them.
Interpretation of Findings
The success of organizations is based on their ability to adhere to operations management theory as well as the transformational model. These two approaches if applied will ensure that processes in organizations move on smoothly, employees are committed to the vision of the company, their roles are very clear, and resources are not wasted. Furthermore, organizations will increase their chances of understanding the environment and adjusting to the changes that are likely to arise. Organizations will also have the opportunity to improve provided they offer products that are unique in the market and different from what other companies are offering. Wasting resources should not be given room to a business because it can lead to the downfall of an organization by denying the opportunity to operate efficiently. Raw materials and workers have to be properly utilized in an organization failure to which manufacturing processes cannot go on as initially planned.
Conclusion
In conclusion, the application of the transformational model is essential in the success of organizations to which Motorola is an example. Structures, processes, and activities are well coordinated just because of the application of the operations management theory and transformational model. Leaders have to be in the forefront when it comes to driving the agenda of development within an organization. This entails training staff so that at the end of it all things work well for organizations and they satisfy their consumers. Value addition is only possible if resources are utilized well and this is very possible through the transformational model and operations management theory. An organization must understand its environment of operation, be ready to change and prioritize the needs of the consumers. Had it not been for the two theories, Motorola Company would have really been lagging behind. Motorola Company acts as a good example to others and those that follow its footsteps have never failed in their desires and this is very encouraging. Organizations have to be flexible and embrace change whenever they feel that their existence is threatened and that consumers are not getting value for their money. Activities, structures, and processes have to benefit consumers who are the reason organizations get into business.
Recommendations
The application of the theories and models that have been talked about here are necessary for organizations that yearn for change and proper functioning. If there is an organization that is not keen at adhering to the transformational model and operations theory, it should be ready to fail. This is because the proposals are very realistic and true to the needs of the people who work for organizations, the management itself, and the consumers together with all the stakeholders. The management must train all the employees and stakeholders about the transformational model and the operations management theory otherwise they may not understand how it works and how to apply it. This being the case, an organization can find itself failing terribly when it had got an opportunity to succeed by following the recommendations of the model and the theory. As time goes by, it is important for managers and employees not to stick to the model and the theory without necessarily looking at some other opportunities that can help them. This implies that, while the models are very good and people should yearn to employ them, it is important to complement them with other strategies so that in the long run an organization can attain its objectives. Flexibility is key in the success of organization and it must be embraced by all otherwise things may not be in favor of the organization. Organizations have to follow closely any changes that are likely to be on the model and theories so that they are not left behind. Being behind is tantamount to failure. Change is a necessary condition in the contemporary society and if it cannot be adhered to then things may not go well for an organization. This should be avoided by all means.
References;
- Basu, Ron. “Managing quality in projects: An empirical study.” International journal of project management 32.1 (2014): 178-187.
- Bouckaert, Geert, and John Halligan. Managing performance: International comparisons. Routledge, 2007.
- Choo, Adrian S., Kevin W. Linderman, and Roger G. Schroeder. “Method and context perspectives on learning and knowledge creation in quality management.” Journal of Operations Management 25.4 (2007): 918-931.
- Krueger, Dana C., MahourMellatParast, and Stephanie Adams. “Six Sigma implementation: a qualitative case study using grounded theory.” Production Planning & Control 25.10 (2014): 873-889.
- Mollenkopf, Diane A., Robert Frankel, and Ivan Russo. “Creating value through returns management: Exploring the marketing–operations interface.” Journal of Operations Management 29.5 (2011): 391-403.
- Sawhney, Mohanbir, et al. “Motorola’s Droid 2: The Product Manager’s Dilemma.” Kellogg School of Management Cases (2017): 1-11.
- Santos Bernardes, Ednilson, and Mark D. Hanna. “A theoretical review of flexibility, agility and responsiveness in the operations management literature: Toward a conceptual definition of customer responsiveness.” International Journal of Operations & Production Management 29.1 (2009): 30-53.
- Voss, Chris, Nikos Tsikriktsis, and Mark Frohlich. “Case research in operations management.” International journal of operations & production management 22.2 (2002): 195-219.