3 1 Workforce: Sustainable Human Capital Human capital is a critical entity

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Workforce: Sustainable Human Capital
Human capital is a critical entity in running a company’s operations. The importance is based on the need for various professionals to understand specific duties based on their areas of specialty. Interaction with Thomas White, Chicago’s human resource manager, gives an overview of Motorola’s outsourcing and distribution of human capital for various operations. Employee hiring is based on considering multiple factors such as gender distribution, gender roles, and competency of the applicants. The need for a previous experience in the telecommunications industry is specific for job entities such as departmental heads, market strategists, and supply chain directives. Gender balance is based on Motorola’s incentives in promoting equality and ensuring all gender interests are represented both at the ground levels and the sayings made by the board of directors. For instance, Motorola founded the Society of Women Engineers (Boylan & Boylan, 2017). There was an overall representation of more than three hundred women leaders in the engineer’s summit, following Motorola’s interest in ensuring gender diversity in employee distribution and allocation of duties. A comprehensive analysis of Motorola’s employee base sheds light on the application of gender diversity in employee distribution.
Motorola is the leading technology company, recognizing gender diversity and constantly making specific studies towards expanding a gender-equal base in employee distribution. The service distribution is the same, starting from the basic clerical jobs such as secretaries and receptionists to primary managerial positions such as departmental heads and the board of directors (Boylan & Boylan, 2017). The direct approach toward diversification of Motorola’s employee base is the increased hiring of women as the primary employees. As a result, there is a pipeline of young women enrolled in engineering (Boylan & Boylan, 2017). The exposure ensures the availability of various services, including training and various mentorship incentives such as guidelines on becoming a new entity and the specific recommendations for applying stewardship in facilitating effective practice. The Motorola solution foundation is one of the strategies for mentoring women engineers through supporting STEM operations by providing funds (Boylan & Boylan, 2017). The financial support is necessary for the access to various resources that ensure adequate training and improve the availability of multiple directives towards increasing the pool of women’s involvement in the telecommunications industry. Therefore, Motorola’s mentorship projects play a substantial role in ensuring gender balance in the telecommunications industry.
In addition, the availability and provision of developmental opportunities go a great way in improving the financial directives and Motorola’s employee distribution base. The diverse organizational leader’s operation and speakers’ series enables Motorola employees to be directly addressed by the leaders outside and within the country, ensuring that the correct recommendations are applied and the necessary commitment is applied in education support to leaders outside the company (Malmendier & Shaska, 2017). The topics addressed during the employee workshops include the challenges, problem-solving suggestions, and the necessary advice to the next-day leaders. Motorola’s CEO, Greg Brown, is considered the most influential speaker during employee workshops (Malmendier & Shaska, 2017). The directives consider the determinants of effective leadership and applying the correct strategies for transforming the necessary practice. The bonfire mission is an employee project that works explicitly towards igniting power among the females and using the required incentives in ensuring proper control and legislation of various services in the consumer industry (Malmendier & Shaska, 2017). In addition, there are partnerships with multiple organizations that enhance career development, such as the Hispanic career enhancement center, millions diversity Corporation, the society of female engineers, and the U.S. business leadership network (Malmendier & Shaska, 2017). Establishing diversity and creating a specific female employee pool is necessary for the comprehension of Motorola’s employee distribution base.
Interaction with Thomas white has enabled the appreciation of diversity in the employee distribution in Motorola company. The current strategy is the direct opposite of the specific events during the Industrial Revolution, which were biased towards advocating male involvement with negligible female representation in the sector. However, the mentorship projects and the availability of various workshops are the leeways towards ensuring the incorporation of various leadership services in the current Motorola outlets. Employee competency also provides appropriate activities and advanced quality of telecommunication gadgets.
Operations: Organizational Leadership
Leadership is a critical determinant of organizational effectiveness, based on the specific implications of the coordination approach in influencing the flow of activities in an organization and the overall results in productivity and profitability. Effective leadership is mandatory in ensuring the sustainability of business operations, as reflected in Motorola’s growth over the years (Chan et al., 2012). Interviewing Nelson Roberts enabled the appreciation of Motorola’s overall organizational leadership structure and the specific factors affecting the choice of a management approach. The stakeholders are considered the principal Sayers in all administrative activities (Chan et al., 2012). However, Motorola’s stakeholders are not directly involved in running the business operations; hence their decisions are determined by the advice given by the board members on the application of the correct strategies for improving organizational effectiveness. The board members constitute the managers and the department heads, who are well conversant with Motorola’s day-to-day operations, and the specific factors implicated in the success of the business operations (Chan et al., 2012). Therefore, all the positive and negative considerations are applied in selecting the preferred leadership strategy.
Factors affecting an organization’s image are considered in Motorola’s selection of the leadership strategy. The financial supply chain is a critical determinant of the overall operations and how well Motorola penetrates the global market (Chan et al., 2012). There has to be substantial consideration of the required entities required to boost the overall supply, hence a reflection of effective organizational leadership in ensuring the profitability of a business’s operations. The national diversity council considers including members from varying sexual orientations in the lead counsel to provide the unique needs of all communities, including the minority groups, are addressed (Chan et al., 2012). The diversity in the selection of leaders also ensures that the members of minority communities such as the LGBTQ community are not left out as far as appropriate decision-making is concerned. The state gay and lesbian chamber of commerce is included as part of the board members in Motorola’s leadership cooperation (Chan et al., 2012). The board members are given a chance to showcase the unique needs of the represented communities, ensuring all the necessary factors are considered in the design of the appropriate telecommunication solutions to meet the needs of everyone. All the individuals involved in selecting the proper entities must reflect extensive familiarization with their community’s needs.
Besides the consideration of diversity in leadership selection and the involvement of board members in decision-making, the organization’s leadership is also determined by an individual’s competency in executing the allocated duties. The critical determinants in selecting organizational leaders are consideration of business conduct, conformity to the ethical regulations of effective business practice, and strong advocacy for anti-corruption (Latapí Agudelo et al., 2019). Business conduct entails a person’s awareness of the expected manner in which the operations are supposed to be undertaken. One also needs to put in place all the ethical considerations relevant to spearheading the specific procedures and ensuring that the business activities comply with both the organizational and the state regulations (Latapí Agudelo et al., 2019). The ethical considerations in business operations include compliance with the state manufacturing regulations, ensuring the protection of the environment, and prioritizing consumer needs and interests. The anti-corruption policies that ensure transparency are also critical requirements in selecting preferred Motorola leaders (Latapí Agudelo et al., 2019). For instance, an individual’s competency in understanding various ethical considerations in business and their application in guiding effective practice are principal directives that guide the choice of organizational leaders for Motorola company.
In addition to professional competencies being mandatory for effective leadership, there are also considerations for possessing specific personal skills such as integrity, stewardship, flexibility, and risk-taking. Integrity is an individual’s ability to always do the right thing, irrespective of who is watching and the specific entities in applying practice regulations (Latapí Agudelo et al., 2019). Integrity is a crucial virtue in the fight against various organizational limitations such as corruption or the existence of any specific drawbacks that affect the overall productivity and an organization’s competency at large. Motorola’s interpersonal security act in California is founded on respect for the integrity and various practices in choosing moral values over immediate gratification (Latapí Agudelo et al., 2019). Motorola’s security act aligns with Kant’s deontological perspective that insists on the principle of goodwill irrespective of the outcome. The end should not justify the means, but rather the correct strategy is required to ensure that all the mandatory components of human morality are applied (Latapí Agudelo et al., 2019). Therefore, there should be an interconnection between comprehension of the fundamental ethical theories in practice regulation and using the correct principles towards ensuring ethical consideration in business.
The interaction with Nelson Roberts has made me appreciate the components of organizational leadership and their application in Motorola operations. The primary consideration is based on an individual’s professional competence and compliance with executive leadership, such as the ethical tools, ineffective business practice, and the right incentives to ensure that the fundamental concepts are addressed in the selection of organizational leaders. Motorola is committed to providing business conduct and applying ethical considerations in all operations. The principles are based on directing the primary individual roles on the possession of various competencies, such as confirmation of the moral training approval or the existence of specific values of effective leadership. The California personal security act is also based on the reflection of integrity and immense respect for human rights in all activities. All the factors are relevant in the choice of departmental heads, board members, and supply chain managers. The application of effective organizational leadership has influenced Motorola’s tremendous growth and recognition in the global market since the operations are based on the effectiveness of business practice in ensuring customer satisfaction. Therefore, leadership is a critical tool for ensuring organizational growth.
Operations
Motorola Company relies on the transformational model to design and restructure its operations. The model enhances the organization’s understanding and spurs success. According to Bohatala (n.d.), the success of Motorola’s efficiency, employee satisfaction, quality, profitability, and customer care are all products of the transformational model. Motorola has tried to understand its environment and remain sensitive to its customers’ evolving needs through the model. The company’s leadership adopts the model to understand its external environment, including rivals, legal, political, and social environments. The success of Motorola’s operations is primarily because of its understanding of the environment.
The transformational model helps Motorola have a smooth flow of its work throughout the organization. The model ensures an excellent organization between workers and business operations to ensure that everything flows well. Motorola restructures its processes to enhance the company’s improvement. The company has adequately organized systems that enhance the adequate performance of all its procedures. Motorola’s operation management is concerned with efficiently using resources to minimize wastage and to improve customer satisfaction. The company benefits from technological advancements, labor division, and manufacturing operations (Bohatala n.d.). Motorola’s operations management is based on the Six Sigma model, promoting quality. The company’s customers are concerned about the quality, and the corporation employs lean manufacturing to encourage efficiency and quality.
Motorola’s management team believes that their corporation will remain relevant if they invest in quality management methodology. Kumar, Khan, Mughal & Kumar (n.d.) states that the Six sigma model shows how Motorola’s products are managed and improved to meet customers’ needs. First, the company conducts a market survey to understand what customers want and then defines the processes based on what customers want. Finally, the company rechecks the process to correct errors and ensure continuous improvement.
Motorola operates a total quality management (TQM) program, enhancing customer-centric processes. The company’s management processes are built on trust and respect for every person. The corporation’s confidence in its workforce helps make teams’ efforts more effective through employees (Kumar et al. n.d.). Motorola operates through a corporate policy that seeks to protect every stakeholder. For instance, the termination of employees who have been at Motorola for more than ten years must involve the chairman. Motorola’s leading initiatives in its TQM are to reduce the cycle time and promote aggressive quality improvement.
Results
Motorola’s effort to improve its performance quality is geared towards customer satisfaction. When the company adopted the Six Sigma methodology and others focused on product and service quality improvement, the organization succeeded in customer satisfaction. Apart from attaining high levels of customer satisfaction, Motorola’s supplier and partner performance remain at the top level. The company has over 50 significant firms globally and has employees from most parts of the world (NIST 2017). Diversity at the company has enhanced the corporation’s performance, with suppliers and other partners attaining a world-class quality performance.
Through crucial quality initiatives, Motorola attains its operational performance and customer satisfaction. NIST (2017) states that the management is known for its quality leadership through top-level meetings that seek to examine its vital programs’ quality. Motorola involves all its organization levels in decision making and, thus, quality results. Human resource at the company receives quality training and education to promote their development and performance towards quality services and productions. The company invests in rewards systems to have a successful human resource committed to the organizational goals.
Motorola’s focus on quality has significantly enhanced its performance compared to competitors. Its benchmarking programs indicate that its manufacturing costs, manufacturability, and reliability rank the best among the competitors (CSI Market). In addition, Motorola’s financial system represents significant operational enhancements. The company’s global financial supply chain strategy has promoted operational benefits, including reducing payment volumes between international subsidiaries and substantial reductions in foreign exchange volumes with banks (Blackman, Holland & Westcott, 2013). Motorola’s ability to manage its global financial supply chain and strengthen relationships with customers and manufacturing partners are among the attained strategic outcomes.
Motorola records a significant number of successful social responsibility and community development initiatives. The company has achieved immensely in terms of environmental protection. It has also been at the forefront in providing education and health care facilities to many rural areas (Yadava, Vargheseb & Pareekc, 2016). Motorola’s passion for providing relief to victims of natural calamities has remained on a higher notch. Through the numerous CSR initiatives that Motorola is involved with, the brand has increased its customer loyalty and sales. Today, most consumers value the social and environmental role that companies have, and they are willing to stick with a socially and environmentally responsible brand.
The global financial chain strategy is a critical determinant of company productivity. The supply chain directly reflects a company’s popularity in the worldwide market and the distribution of products in diverse sectors of the economy. The supply chains are determined by the financial strategies, which spearhead the overall resource distribution and service allocation in various sectors (Collier, et al., 2010). The focus is on finance documents such as invoices, bank statements, and receipts kept following the sale of various products. The finance documents reflect on the company transactions and their implications for enhancing the profitability of Motorola company (Collier, et al., 2010). Although the company has experienced significant growth over the years, the competitiveness is also affected by the upcoming companies, hence the need to effectively track the financial records to establish the company’s current performance in the market. Looking into financial supply distributions as vital supply chain components is based on the overall money flow and cooperative services relevant to a company’s operations (Collier, et al., 2010). The periodical evolution of Motorola’s supply chain sheds light on the effectiveness of proper financial chain management in ensuring the globalization of a company’s operations and promoting accountability among the financial department employees.
There exist interactions between the financial and the primary product supply chains. An in-depth discussion with the financial manager for the Motorola Inc. outlet in Chicago revealed various elements concerning the critical correlations between Motorola’s financial plan and the intended global product supply. For instance, the globalization of basic manufacturing operations calls for a more complex multistate payment mechanism that investigates the diverse needs of customers from various parts of the world. The analysis is based on the conduction of the six-sigma innovation mechanism that guides the essential interventions toward familiarization with Motorola communication products since 2004 (Collier, et al., 2010). The interconnection between the financial and primary product supply peaked in the 21st century, following the increased need to ensure global awareness of Motorola’s operations. The six-sigma model is the latest invention in the financial chain that directs the implementation of recent directives in the banking and financial processes (Collier, et al., 2010). The six-sigma model’s effectiveness is determined by comparing Motorola Inc. operations in the 20th century versus the financial management and the supply chain in 2021. The improvement in productivity and overall financial management is attributed to the high levels of transparency, accountability, and accurate distribution of finances based on the supply of Motorola communication products to consumers in various parts of the world and the overall supply chain directives in stating the required quality control for all operations.
The six-sigma analysis guided financial researchers in establishing the interconnection between a company’s preferred mode of financial management and the ongoing marketing trends. The organization-specific economic chain management approach entails a unique entity of funds control tailored to a company’s individual needs (L. Sanders Jones & Linderman, 2014). However, the six-sigma model is a universal trend in business management that sets the basic minimum standards that direct diverse financial management methods applied by various organizations globally. For instance, a company needs to be a corporate entity with recognized global operations, a perfect fit for Motorola’s operations (L. Sanders Jones & Linderman, 2014). Motorola is the leading company in applying the latest and most influential global financial supply chain management tools. Keeping abreast of the latest inventions has significantly impacted Motorola’s popularity in the telecommunication market, with increased preferences among the consumers as the trusted communications tools supplier based on the quality of the supply chain and immense consideration of customer needs and feedback (L. Sanders Jones & Linderman, 2014). Motorola’s distributors and customers also constitute a range of banks that provide the required financial advice and services, hence the substantial implications in the choice of adequate supply chain controls and the application of customer-directed models in the design of services. The Motorola suppliers who also double up as partners include the Dutch bank, a division of a significant financial entity-The royal bank of Scotland (L. Sanders Jones & Linderman, 2014). Therefore, comprehension of an organization’s supply chain is critical for ensuring the application of the latest financial solutions in industrial globalization.
Motorola’s operations’ development and transition are analyzed between 1976 and 2010. The long-term follow-up is based on the significance of the period in taking note of the subtle changes in the communication strategy that constitute the global trends in technology and the implications of the inventions on the overall intake of financial services globally (L. Sanders Jones & Linderman, 2014). Motorola is recognized as a company that has substantially taken part in developing mobile and wireless communication services in the United States. The result is heightened interlinking of individuals from various parts of the world and increasing the convenience of interaction through wireless communication (L. Sanders Jones & Linderman, 2014). Since its inception, Motorola has launched various products, including a sequence of innovative-technology-directed operations such as the mobile radios introduced in the 1930s, to the introduction of web 2.0 telephones and services. Technological inventions have substantially improved access to the latest news, ensuring customers are up to date with the activities in their residential regions and around the globe (L. Sanders Jones & Linderman, 2014). Besides the technical inventions, the additional defining features of Motorola’s operations include the leading role in applying the six-sigma strategy of development, international outlook, and the overall information systems structure. The perspective enables the management of geographically underprivileged financial and manufacturing operations worldwide (L. Sanders Jones & Linderman, 2014). Therefore, the overall analysis is based on the growth over the years and applying the latest solutions to facilitate positive change.
The financial business procedures are also critically evaluated as principal determinants of Motorola’s financial supply chain and the overall allocation of financial resources for diverse activities in the company and beyond. The initial cash management system linked approximately one hundred motorial entities globally through a central netting system in London (L. Sanders Jones & Linderman, 2014). The initial system constituted making prompt updates on any financial transaction, irrespective of the implicated costs or the quality of the gadget provided to the customers. All purchases made in a day are recorded, with specific breakdowns of the profits incurred and the potential revenue losses from product promotion initiatives such as offers on particular products (L. Sanders Jones & Linderman, 2014). The substantial implication of financial business processes and reports is an overall reduction in the foreign exchange following the setting up of the central trading system in London. All the operations on exported goods from the United States had to be backed up by the regulatory statements in the United Kingdom, ensuring no record of purchase or revenue flow was left unflagged (L. Sanders Jones & Linderman, 2014). The most significant implication of the cash management system is promoting globalization in the sale of Motorola’s products in the international market by ensuring the lifting of any bans that would interfere with financial exchange among countries.
The inter-company communication is also a critical strategy that has favored the expansion of Motorola operations globally. As the cash input focuses on recording financial activities daily, intercompany communication fosters effective communication among diverse Motorola branches in various parts of the world (Cook et al., 2019). The transmission allows for open consultations, ensuring a balance between the operating entities in all the outlets to ensure a united customer front. The balance in the mechanism f operations in all Motorola outlets has positively impacted customer flow since the reviews provided by a customer in any part of the world influence the interest of other individuals in purchasing the product from different regions in the world (Cook et al., 2019). For instance, the introduction of radios and their popularity as devices that enhance communication and news updates are based on the customer reviews made on product purchases since the 1930s. The specific studies concerning the convenience of the radio and the effectiveness of the communication systems in ensuring individuals are updated on current information influenced heightened radio purchases (Cook et al., 2019). The positive uptake of the product influenced Motorola’s design of different radio gadgets and the overall popularity of Motorola communication tools around the globe.
Specific business processes define the payment systems of Motorola Inc. as embraced in various parts of the world. For instance, Motorola entities in the United States and Germany operations are directly intertwined through the association of the payment processes (Cook et al., 2019). The three methods are offsetting payments within the company to reduce the overall internal payment volume, application of a net off the foreign exchange duties on various products, ensuring a match on the international transactions between Motorola traders in different nations, and the availability of an electronic record of payments that are reserved are Citibank, Motorola’s, global bank customer and partner (Cook et al., 2019). For instance, if Motorola U.S. pays two hundred thousand euros to an American supplier, Motorola Us must make two hundred- and thirty-thousand-dollar payment to a French supplier (Cook et al., 2019). The balance ensures that there are no outliers in the payment system that would flag the differences in the affordability of Motorola products in different parts of the world. Ensuring equal charges on the foreign exchange also prevents the implications of imports and export duties in changing the prices of Motorola products in various countries (Cook et al., 2019). Moreover, the overall banking of the payment slips allows record tracking of the financial operations in a secure system. Therefore, quality financial management and applying the latest tools to standardize prices are critical in maintaining a company’s image in the global market.
Disparities in pricing attributed to the export and import charges substantially affect the achievement of price equilibrium and a company’s overall image. For instance, Samsung is among the renowned telecommunication product manufacturers and suppliers globally. The growth of Samsung is attributed to the positive reviews on the products and the confirmed effectiveness of the various gadgets produced by the company (Cook et al., 2019). However, the communication industry politics that compares Samsung and Motorola insist on the superiority of Motorola’s organization and product pricing over Samsung, following the regular pricing of goods in all countries. The financial exchange standardization has ensured no specific concerns about the variation in the pricing of Motorola communication gadgets in various parts of the world, irrespective of whether the product is acquired in the United States or shipped overseas (Cook et al., 2019). Motorola has taken the initiative to ensure internal price regulation, hence lifting all the potential concerns attributed to foreign exchange implications in commodity pricing.
Strategic change is a critical tool that guides effective business operations. A specific mode of conducting activities is selected as the preferred approach based on the latest market trends, consumer preferences, and the overall implications of the process on the profitability of a company’s operations. Motorola established a global netting system in 1993 that provided an approach for coordinating five-billion-dollar international payments among separate Motorola outlets and external suppliers (Khan et al., 2014). The global netting system ensures a standardized approach in financial regulation and overall cuts down on particular expenses charged on the production and distribution of Motorola company products globally. The result is an overall reduction in costs, with an approximated saving of 13.77 percent of the potential annual expenses that would have been incurred if all the company outlets and the external suppliers operated as independent entities, other than being part of the established global netting system in 1993 (Khan et al., 2014). Despite the significant benefits, there has to be a match in the operational and human resources provided to ensure the events are a success. Motorola hired more employees, especially in the customer service and product promotion segment, to ensure a substantial improvement in service quality (Khan et al., 2014). The result is a balanced financial system and heightened customer satisfaction.
The six-sigma illustration of the financial processes is applied in evaluating Motorola’s operations from 1993 to 2009. The primary goal of the six-sigma strategy is to eliminate any concerns about the manufacturing processes (Khan et al., 2014). Motorola has received the Malcolm Baldridge award based on the substantial innovation and the application of the latest production techniques over the years. The constant change in the manufacturing strategies has paved the way for global recognition and various industrial rewards (Khan et al., 2014). Most companies apply a standardized approach in producing and regulating multiple products. The process is determined through in-depth discussions among the company shareholders and the board members (Khan et al., 2014). While the company shareholders should have a significant say in running a company’s operations, they are not the final consumers of a company’s product, necessitating the application and inclusion of consumer representatives in the decision-making process. The inclusion of marketing directives shows that all the latest market trends and the application of the latest technical solutions in ensuring balanced production are applied (Khan et al., 2014). The result is manufacturing the telecommunication products based on customer needs, hence reaching a broader market and getting positive reviews.
The six-sigma analysis of the global returns shows a substantial rise in Motorola’s profitability from 1993 to 2009. The total supplier volume returns improved from seventy thousand in 1993 to approximately one hundred thousand in 1998 (Khan et al., 2014). Over the fifteen years, the average payment value is about sixty-two thousand dollars, the operating charges incurred per unit per annual. The three-sigma analysis equated the overall functional problems as a determinant of approximately seven percent reduction in the supply of commodities and applying the best customer reviews in the design of new products (Khan et al., 2014). Commodity invention and the inclusion of new features in the pre-existing products are part of the subintimal contributors to Motorola’s growth over the years. The first-ever mobile gadget produced by Motorola was very heavy, weighing approximately five hundred grams, with a very long antenna to improve connectivity (Khan et al., 2014). The analog characteristics of the device limited its use and convenience for diverse purposes. The company realized the concern on the product by paying attention to the customer reviews and redesigning the subsequent models in ways tailored to meet the customer needs and improve the convenience of communication.
In addition, telecommunication solutions are also substantial entities in the Baldrige analysis of the efficiency of Motorola’s products. Motorola applies the latest technical inventions in the design of various products. For instance, the Motorola mobile phone produced in 1925 needed an antenna as the tool for searching the available communication networks (Donaldson, 2021). Besides mobile phones, antennas are also critical tools in designing other communication gadgets such as radios as they improve connectivity. However, antennas reduce the convenience of mobile phones as easily portable and less bulky communication gadgets. Motorola launched the first mobile phone without an antenna in 1973, a product that received substantial positive reviews from customers (Donaldson, 2021). The comments are based on the convenience, reduced bulk of the communication gadgets, improved appearance, and an appealing presentation outlook that makes customers associate the mobile devices without antennas as classic communication tools. Although antennas are still used in designing radios, the technology is slowly fading away, especially with the increased popularity and convenience of wireless communication devices (Donaldson, 2021). Only radios whose operations target the remote areas are designed with wires since they are necessary for ensuring the convenience of the signal, hence the effectiveness of access to information.
Information systems are technological trends relevant in various sectors. The effectiveness and role of diverse information systems are based on the immense application of technology in the interlinking of individuals within an organization or ensuring a common language among employees. In addition, the retrieval of old files required in current decision-making is also based on the effectiveness and the application of information systems in an organization (Donaldson, 2021). The concealability of information systems is apparent in Motorola’s global oracle financial enterprise choice. The global oracle is directly associated with banking systems and is applied globally in the critical management of finances for diverse Motorola outlets (Donaldson, 2021). With its headquarters in London, the global oracle determines the preferred mode of conducting business transactions, with the considerations of the latest information systems that make tracking of banking operations easier, hence the compilation of all the activities and the application of the necessary financial systems in customer interconnection (Donaldson, 2021). The overall implication is based on the structure of financial supplies and the availability of practical tools in ensuring an interconnection of the financial resources on the profit upgrades and human resources based on customer satisfaction and mixed reviews on various projects.
The interaction with Philip McCord, the regional financial manager, made me appreciate Motorola’s application of the latest technologies in production and financial management. Philip stressed the importance of consideration of customer reviews in the design of new products since customers are the pillar of the success of any business operations. Networking entities between various outlets under the same company are equally critical operational strategies as they allow open communication and consultations among members on aspects such as the latest trends in communication technology and the application of the required techniques in ensuring the products meet the contemporary telecommunication demands in the market (Jouan et al., 2019). Motorola’s growth over the years is also attributed to the consideration and application of global financial systems as the preferred financial management tools in the finance supply chain. The global economic systems ensure uniformity like operations and the application of the latest technologies in keeping abreast of any information device upgrades required to improve Motorola gadgets’ efficiency and customer convenience (Eltweri et al., 2020). Moreover, Philip addresses the importance of product upgrades based on changing technologies and ensuring a match between the design and the overall roles that a telecommunication gadget is supposed to serve among the individuals in a specific population.
Conclusion
Motorola’s journey towards perfection through quality attainment in all its operations has been beneficial to all its key areas. Its leadership remains committed to quality products and services in all its operations. The company’s strategies are based on the Six Sigma model that enhances quality. The methodology dominates most corporations’ operations, including measurement and analysis. In addition, Motorola’s knowledge management and human resource development through education and training account for its success. The significant results in enhanced customer satisfaction, governance and social responsibility, partner and supplier performance, and finance and market performance indicate that Motorola deserves the Baldrige Excellence award.
The periodical evolution of Motorola’s supply chain sheds light on the effectiveness of proper financial chain management in ensuring the globalization of a company’s operations and promoting accountability among the financial department employees. The interconnection between the economic and primary product supply peaked in the 21st century, following the increased need to ensure global awareness of Motorola’s operations. Motorola is recognized as a company that has substantially taken part in the iconic role of developing mobile and wireless communication services in the United States. Quality financial management and applying the latest tools in the standardization of prices are critical in maintaining a company’s image in the global market. The monetary exchange standardization has ensured no specific concerns about the variation in the pricing of Motorola communication gadgets in various parts of the world, irrespective of whether the product is acquired in the United States or shipped overseas. Financial management goes hand in hand with applying the appropriate tools to ensure the interconnection of individuals from various parts of the world. Networking entities between multiple outlets under the same company are equally critical operational strategies. They allow open communication and consultations among members on aspects such as the latest trends in communication technology and the application of the required techniques to ensure the products meet the market’s contemporary telecommunication demands. The result is heightened interlinking of individuals from various parts of the world and increasing the convenience of interaction through wireless communication.
The nomination on Baldrige excellence wards is based on the organization’s substantial incorporation of the latest trends in the telecommunication industry and the application of the required strategies in guiding effective practice. The considerations are based on the importance of customer considerations in determining the needed characteristics of telecommunication gadgets. Customer interests are based on the online reviews on existing products or specific suggestions on the potential improvements required to make the products better. In addition, the conduction of comprehensive research has also substantially influenced the growth of Motorola’s operations since the upgrades on existing products and the innovation of new products are based on the technical solutions applied in improving the overall productivity and the gaps identified in the research. The application of current trends in customer care services, such as the inclusion of cyber security, has also substantially influenced the positive growth of Motorola’s operations over the years. The grades of satisfaction are based on the immense directives towards ensuring customer satisfaction, sustained profitability, and maintaining high reviews in the global supply chain industry. Therefore, integrating quality leadership, keeping abreast of the latest inventions in technology, considering customer interests, and analyzing specific factors are the key directives in the growth of Motorola’s operations globally.