The Positive Managerial Effects

Managerial effects refer to plans, strategies, reorganization, etc, that were implemented by upper management in order for the change to become effective. In most cases the focus would be on positive managerial effects, however I wanted to focus on how the change sought within the company had negative implications on the managerial system of the organization. In this section, how lack of management negatively impacted the management systems within the following companies.

Motorola’s management team fell short from the lack of guidance from Galvin. “Perhaps managerial resistance to Galvin’s challenge was all the more prevalent because no one was quite sure what he was proposing” (2011, p. 130). It’s fair to say that Galvin and his management

The first phase “Stabilized for Survival, “focused on reducing costs, eliminating debt and returning the company to profitability” (2011, p. 10). The second phase, “Profit from the Core”, “aimed to improve the profitability and growth of the company by revitalizing the core product lines and transforming the business platform” (2011, p. 10). The third phase, “Achieving Vision”, “focused on developing innovative new play experiences to profitably grow the company” (2011, p. 10). After the completion of the first phase, the company had to figure out what it stood for, resulting in them focusing on their four assets: “(1) the brick, which was instantly recognizable; (2) the building system, which amounted to a platform for innovation; (3) an emotionally appealing brand, perhaps the world’s best for children; and (4) the unusually devoted LEGO community” (2011, p. 11). Overall, The LEGO group did a remarkable job at accomplishing all of its goals through their laid out phases, while also staying true to their brand. To contrast this strong plan, Motorola’s leadership fell short of creating a meaningful vision for change. The overall goal of Galvin’s from this case was to “reposition Motorola on the path toward renewed competitiveness” (2011, p. 120). Galvin’s goals for the company seemed very simple, so simple in fact that it was hard for the employees of Motorola to realize how they were going to move forward in this vision without proper leadership. Overall, I think Galvin’s goals and values that he had in mind for his company got lost in translation when being communicated to the staff. This may have been the reason why his goals may not have been as successful as he