Case Study Report – Motorola

This case is about implementation of a clean overlap visual modality creation within The parallel of latitude partitioning of Motorola Company. In 1993 Analog atom was a major manufacturer of analog products in the world and had its di romances in many another(prenominal) different countries. In other deli genuinely the di mass had strong global front force. In order to create more economic global company, Alison and John have pertinacious to develop new shared slew within The Analog Division where managers would be involved directly and indirectly in the decision making process.Before the new vision development, Analog Division and its managers was very(prenominal) limited in decision making. Because they had such(prenominal) a strong global presence their vision didnt work. The problem was that they were not open to new global ideas or possible obstacles where managers around the world would go decisions together. Visioning process of Motorolas Analog Division had number of cultural challenges. 1 of the challenges was the discrimination in the federal agency different cultures sensed concept of shared vision.One of the key playscripts in the vision educational activity was family and union. For instance, people in China take the word family literally and in their testify setting this word is not appropriately applicable to vision statement. Another challenge was getting managers to gestate globally and get accustomed to the concept of shared vision. Many of the managers from different countries had their own cultural shipway of doing things and to open adepts ideas to others was lowering to achieve. Alison and John had hard time communication to managers that this idea is not imposed on them.The major barrier in the vision implementation was the linguistic communication. Sometimes, the same words in one language have very different meaning in another. The succeeding(a) quote is good example of the language and communication sty le perception wide communication American style is to put what you mean precisely, in as innocent a manner as possible. Be direct, get to the point, and say what the bottom line is. For other cultures, this style is rude, abrasive and self-involved. (http//www. frugalmarketing. com/dtb/xcultcomm. html) Therefore, Alison and John were trying to be thorough about this issue. They had vision statement compose in five different languages. The pregnant thing was that the vision statement was not just literally translated but quite adjusted to its own culture so people of that division have consume understanding of the vision. First cultural stumble that Alison and John made was their lack of look prior to the task. They have conducted research regarding managers and the ways they communicate decisions overseas.They also gained insight of the victor of each division but what they failed to conceive some of the psychological cultural differences. They lose possibility of diff erent reactions among the managers based on their background. For instance, some managers were afraid to lose their jobs where in fact that was not the case. We can cover that from this quote Every culture possesses a unique mixture of attitudes, values, and social expectations. I think that Seven Tasks process unimpeachably added significant value to the final results.The way the tasks were broken down helped both, managers and Alison to have a better grasp of the vision statement process. It was easier to account for details and to adjust to reactions by going through steps. Phase intravenous feeding will definitely be ambitious one. Working in a conclave is one thing but agreeing on the process could be challenging peculiarly where different cultures are agreeing on one thing. Another additional challenge is fetching the vision to the future and building upon it.