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Organizational behavior - Osborn R.N.

Osborn R.N. Organizational behavior - Wiley publishing , 2002. - 371 p.
ISBN 0-471-42063-8
Download (direct link): organization2002.pdf
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Mission makes the most of its commitment to charitable causes by keeping its clients informed about the trust’s activities and, more importantly, its community activities. The Mission Bell, a regular publication of Mission Management and Trust, details news and issues about the trust industry, company activities, and, most importantly, how Mission’s social responsibility philosophy is being implemented. The name Mission Bell is more consistent with a religious publication than a corporate investing sheet, but it is consistent with its clients’ needs.
The name of the publication and its content clarifies Mission’s role and purpose. For example, the Mission Bell Summer Issue presented articles on new hires, breaking investment news, and an article about how Mission is working with other groups to support socially responsible corporate investing. Thus, the Mission philosophy is clearly defined in its marketing and communication strategies.
To be consistent with the goals of the organizations, Carmen Bremudez collected a small staff of highly experienced individuals whose backgrounds and principles fit Mission’s ideals. She frequently comments that the best business decision she ever made was “giving preference to intelligent, talented, compatible people whose main attribute was extensive experience.” Mission employees are not just experts in the field of finance but leaders in their communities. These dual qualifications fulfill three important requirements that are crucial for the company’s success. With community involvement comes an appreciation of the investment sensitivities that are required by the organizations that Mission services. Second, individuals who are involved in the community have well-developed contacts that can be useful in
business recruitment. Finally, socially active employees are committed to the purpose of the organization and help unify the corporate culture within Mission.
Claire B. Moore, vice president of Mission Management and Trust, is a perfect example of how a corporate philosophy has been translated into practical personnel decisions. Claire was recruited because she had extensive banking experience, as demonstrated by her vice president position in Bank of America (Arizona). Her professional qualifications are augmented by her extensive involvement in the community, which includes the University of Arizona Foundation Planned Giving Council, Tucson Symphony, and the Junior League, to name a few.
The Mission case is a clear example of how matching a philosophy with a market can bear solid results. Mission’s commitment to its ideals is evident and reflected in all of their business practices. When human resources, investing, marketing, and strategic planning decisions are made with unified goals in mind, the chances are good that a strong successful corporate culture will develop.
Review Questions
1. How do the mission elements of Mission Management differ from most firms?
2. Does donating to charity before the firm is fully established mean that Mission is not demonstrating financial prudence?
3. Could Mission’s unique mission contribute to effective coordination as well as adjustment to the market?
4. Would Mission’s unique mission still yield success with more traditional investors? ?
286 THE OB SKILLS WORKBOOK
CASE 13
Motorola: Is a High Performance Culture Enough?
Developed by David S. Chappell, Ohio University
Motorola Inc., world famous for its Six Sigma quality control program, was an early success story in the computer/electronics age. Motorola moved from being a decentralized but integrated, narrowly focused electronics firm at $3 billion in 1980 to being a decentralized and disintegrated broad portfolio firm at $27 billion in 1997.1 Motorola is one of the world’s leading providers of wireless communications, semiconductors, electronic systems, components, and services. Its cellular phone and pager products were identified among the very best in the early 1990s. However, increased competition, the Asian economic crisis, and its failure to fully embrace the digital revolution have severely tarnished its operating results and image. Can Motorola return to its high performance ways?
The Evolution of Motorola
Motorola Inc. was founded by Paul V. Galvin in 1928, as the Galvin Manufacturing Corporation. Motorola’s long history of technological innovation began in the 1930s with the first car radio. Under the brand name “Motorola,” suggesting “sound in motion” the company name was changed to Motorola, Inc. in 1947.2 Being the sound of innovation, it was Motorola’s goal to provide products that would give people the time and freedom to explore new worlds and handle daily tasks in the most efficient way.
Motorola represents a large number of firsts, including the first rectangular television picture tube, first practical car radio, pagers, and more. In 1988, Motorola won the first Malcolm Baldridge National Quality Award in recognition of quality in American business. This is the
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