Homework 1A
1. How effective was Ko in defining and framing a vision for Motorola Penang? In what ways were her efforts similar to and different from the example of Charles Schwab citied earlier?
* How did Ko resolve the dilemma of where visions come from? Where did she find her vision?
Ko wants to her team both defining and framing a vision, because that will embrace visions best and see with their own eyes. Ko struggled with the most effective way of making her vision a reality. She engaged many of her top team in discussions about the challenges of the future of the facility. She had many specific and concrete ideas but didn’t want to seem to be imposing them on the group. She wanted to get most involvement possible to ensure all relevant information was considered that would be tasked with making the vision a reality. Ko’s philosophy reflects a positive, familial, celebrate every accomplishment kind of work environment. Ko treated her people with respect. No yelling, no shouting, no finger pointing. Always gave visible rewards for achievers. She shared every success story. She preached the importance of the knowledge, and advances in technology.
Charles Chwab started his own company built on what was a unique and quite unconventional idea. He anticipated a need in the middle class. His concern for the middle class was genuine, not just a business gimmick. His vision led him to a unique path. When market conditions change, he adjusts its business model and tactics. He made his vision reality.
* We cited doorman and jigsaw puzzle metaphors when describing how different leaders see themselves. Do either of these metaphors seem relevant to Ko? Yes, she wants to involve the other top managers first then converted into jigsaw puzzle role. She encouraged her man to work in team, to teach each other. She loved to share her vision and thought to the others. She wanted her top team have future vision. She was not only share her vision, she wanted hear from the others
* How did Ko resolve the dilemma of where visions come from? Where did she find her vision?
Ko wants to her team both defining and framing a vision, because that will embrace visions best and see with their own eyes. Ko struggled with the most effective way of making her vision a reality. She engaged many of her top team in discussions about the challenges of the future of the facility. She had many specific and concrete ideas but didn’t want to seem to be imposing them on the group. She wanted to get most involvement possible to ensure all relevant information was considered that would be tasked with making the vision a reality. Ko’s philosophy reflects a positive, familial, celebrate every accomplishment kind of work environment. Ko treated her people with respect. No yelling, no shouting, no finger pointing. Always gave visible rewards for achievers. She shared every success story. She preached the importance of the knowledge, and advances in technology.
Charles Chwab started his own company built on what was a unique and quite unconventional idea. He anticipated a need in the middle class. His concern for the middle class was genuine, not just a business gimmick. His vision led him to a unique path. When market conditions change, he adjusts its business model and tactics. He made his vision reality.
* We cited doorman and jigsaw puzzle metaphors when describing how different leaders see themselves. Do either of these metaphors seem relevant to Ko? Yes, she wants to involve the other top managers first then converted into jigsaw puzzle role. She encouraged her man to work in team, to teach each other. She loved to share her vision and thought to the others. She wanted her top team have future vision. She was not only share her vision, she wanted hear from the others