Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Harvard Business Publishing
Version: 11 August 1994
Length: 18 pages
Data source: Field research
Share a link:
https://casecent.re/p/45642
Write a review
|
No reviews for this item
This product has not been used yet
Abstract
S.K. Ko managed Motorola''s Penang, Malaysia factory, producing telecommunications components and equipment. As a female manager of a multi-ethnic and labor-intensive plant in Asia, Ko faced a number of challenges. She had already promoted quality circles and quality competitions to meet Motorola''s raised standards. Extensive training gave workers the skills to solve problems and to troubleshoot equipment. But Ko was skeptical of empowerment efforts at other Motorola sites that aimed for much greater worker participation in decision making. She thought empowerment inappropriate to the Asian context. She also thought that many operators would have trouble upgrading their skills as the world became more information intensive. Other Southeast Asian nations with lower labor costs were a competitive threat to Penang''s labor- intensive processes. She envisioned Penang transformed by the year 2000 into a fully automated manufacturing operation and a design center for all of Motorola''s Asian operations.
Location:
Industry:
Size:
Fortune 500, 2,750 employees
Other setting(s):
1990-1993
About
Abstract
S.K. Ko managed Motorola''s Penang, Malaysia factory, producing telecommunications components and equipment. As a female manager of a multi-ethnic and labor-intensive plant in Asia, Ko faced a number of challenges. She had already promoted quality circles and quality competitions to meet Motorola''s raised standards. Extensive training gave workers the skills to solve problems and to troubleshoot equipment. But Ko was skeptical of empowerment efforts at other Motorola sites that aimed for much greater worker participation in decision making. She thought empowerment inappropriate to the Asian context. She also thought that many operators would have trouble upgrading their skills as the world became more information intensive. Other Southeast Asian nations with lower labor costs were a competitive threat to Penang''s labor- intensive processes. She envisioned Penang transformed by the year 2000 into a fully automated manufacturing operation and a design center for all of Motorola''s Asian operations.
Settings
Location:
Industry:
Size:
Fortune 500, 2,750 employees
Other setting(s):
1990-1993