motorola penang

Motorola-PenangGroup Four

1Thursday, May 7, 2009

2

Motorola Inc. Global Communications Leader Communication solutions allow People, Businesses and Governments

to be more connected and more mobile. Strong focus on Innovation


2008 Net Sales


Motorola’s Businesses / Product Lines


Motorola in Malaysia

Penang

Kuala Lumpur

Tropicana, Kuala Lumpur

Technoplex, Penang Customer Solution Centre Cyberplex, Penang


Malaysian Chinese

Has earned her stripes: First female engineer at Intel – Penang Systems-engineer at IBM Joined Motorola in 1982 as MIS Group Leader Promoted to Managing Director in November 1990

Believes in the philosophy of “staying calm” and that “the chief should have a heart”

The Case – Who is S.K. Ko?


To be Asia’s Design and Production Center for products with real value-added engineering content

low-technology products complex systems products Grow revenue of $380 Million $1 Billion Reduce employee size from 2820 1500 Workforce transformation

The Case – Ko’s Vision 2000

Five key focus areas in order to get there: External Relations Management Development Manufacturing and Administrative Technologies Participative Management Process Technical Skills Development


Question 1

What are some of the unique challenges Ko faces as a woman manager?

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Q1. What are some of the unique challenges Ko faces as a woman manager?

9

Ko is managing a Multi-ethnic workforce with different perspectives on Female Leadership

Women have traditionally been in production-operator / production-supervisory roles only

Men were the ones dominating the Managerial and Engineering positions

Challenges further compounded by the fact that the IT/Communications industry is largely male dominated


Q1: What are some of the challenges Ko faces as a woman manager? (cont’d)

Ko needs to reconcile both her Paternal and Maternal Roles in getting Motorola Penang to the future

Example: Relentless push for Performance Metrics vs.

Participative Management Process (Carrot or Stick……?)


Question 2

How much employee empowerment is the right amount?


Q2. How much Employee Empowerment is the right amount?

Overall Objective of Employee Empowerment in Motorola Penang:


Q2. How much Employee Empowerment is the right amount? (cont’d)

Motorola Penang’s Empowerment Initiatives:


Q2. How much Employee Empowerment is the right amount? (cont’d)

From the various Initiatives and Critical Success Factors discussed, the amount of empowerment to grant depends on:


Question 3

Is it always possible to use training to change employee behaviors and

attitudes?


Q3. Is it always possible to use Training to change Employee Behaviors / Attitudes? Yes. Training can be used to bring about required

changes in Employee Behaviors / Attitudes. How?


Q3. Is it always possible to use Training to change Employee Behaviors / Attitudes? (cont’d) However………Training alone may not sustain required

changes in behaviors / attitudes All levers (HR Activities) in the Integrated HRM system need

to also be put in place, e.g.

Performance Management Metrics that are tied to Pay, Rewards and Performance Ratings Empowerment Initiatives that encourage

commitment and pride in work Promotion Systems

In addition, various interlinked HR activities can only do so much….alot depends on the Employee


Question 4

What skills will be required of factory workers like these in order to keep

their jobs?


Q4. What skills will be required of factory workers like these in order to keep their jobs? In order to keep their jobs, workers need to

upgrade their skill sets to the next level To meet KSAOs for the position

Skills required should be outlined in the training roadmaps for each job category

>95% of employees get 40 hours of training per year Target to complete within 5 years


KSAOs-Training Roadmap


Motorola bags award for developing knowledge workers

http://www.investpenang.gov.my/ournews.php?news_id=245






Question 5

What can Ko do to keep her factory competitive?


Q5. What can Ko do to keep her factory competitive?


Exhibit 8 – Ko’s Vision


Motorola Human Capital Plan


Question 6

Do companies and managers have to resign themselves to the idea of

transportable factories?


Q6. Do we resign ourselves to the idea of Transportable factories? Why are factories transported in the first place?

Cost reasons (lower labor costs / more government incentives offshore)

Talent (required talent / skill-sets is more available elsewhere)

How then to counter the risk of transportable factories? Key is Differentiation:


Q6. Do we resign ourselves to the idea of Transportable factories? (cont’d) How then to counter the risk of transportable

factories? Key is Differentiation:

Conclusion : Factories in terms of physical infrastructure may be transportable, but Skill and Talent is not

when staff build on their capabilities / skills, this helps ensure their Long-Term Employability


Motorola To Invest RM350 Million Over The Next Few Years

http://www.investpenang.gov.my/new_main.php?

news_id=619&start=0&category_id=&parent_id=&arcyear=&arcmonth=


http://www.investpenang.gov.my/new_main.php?news_id=619&start=0&category_id=&parent_id=&arcyear=&arcmonth=








Why do this case? The vertical alignment of HRM system to the

Company’s External and Organisational environment

Technology and cultural differences and impact on HR activities

Examples of Employee Training and Development Programs, e.g. in Motorola:


What is she doing now?

http://www.get-ed.com/english/about_gem/introduction.htm







Thank You

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