Motorola-Penang

Group Four

Thursday, May 7, 2009 1

 Motorola Inc.
 Global Communications Leader
 Communication solutions allow People, Businesses and Governments
to be more connected and more mobile.
 Strong focus on Innovation

Thursday, May 7, 2009 2

 2008 Net Sales

Thursday, May 7, 2009 3

 Motorola’s Businesses / Product Lines

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 Motorola in Malaysia

Technoplex, Penang Customer Solution Centre Cyberplex, Penang

Penang

Kuala Lumpur

Tropicana, Kuala Lumpur

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 The Case – Who is S.K. Ko?
 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”

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 The Case – Ko’s Vision 2000
 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

 Five key focus areas in order to get there:

 External Relations
 Management Development
 Manufacturing and Administrative Technologies
 Participative Management Process
 Technical Skills Development

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 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?
 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

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 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……?)

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 Question 2

How much employee empowerment is

the right amount?

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 Q2. How much Employee Empowerment is
the right amount?
 Overall Objective of Employee Empowerment in
Motorola Penang:

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 Q2. How much Employee Empowerment is
the right amount? (cont’d)
 Motorola Penang’s Empowerment Initiatives:

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 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:

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 Question 3

Is it always possible to use training to

change employee behaviors and
attitudes?

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 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?

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 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

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 Question 4

What skills will be required of factory

workers like these in order to keep
their jobs?

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 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

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 KSAOs-Training Roadmap

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Thursday, May 7, 2009 21
 Motorola bags award for
developing knowledge workers

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

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 Question 5

What can Ko do to keep her factory

competitive?

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

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 Exhibit 8 – Ko’s Vision

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 Motorola Human Capital Plan

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 Question 6

Do companies and managers have to

resign themselves to the idea of
transportable factories?

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 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:

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 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

Thursday, May 7, 2009 29

 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=

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 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:

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 What is she doing now?
 http://www.get-ed.com/english/about_gem/
introduction.htm

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 Thank You

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