Functional areas of a business

Functional areas of a businessOutcome 1Avril Montgomery1) Open SystemAn blossom go forth systems approach is a business approach that emphasizes commercially encourageed practices, products, specifications and standards. Motorola is an bluff system. Using this approach assists their long term success. They are able to conjure up an appropriate output as they know the importance of gaining input from their surroundings. As a global leader in a wide look-alike of technologies, the most important aim of Motorola is to maintain their position. Motorola is knowledgeable to the fact that engineering science develops rapidly and in order to access these technologies customers will require the latest modern products. They aim to distinguish themselves from their competitors by creating cutting edge conventions that escort the expectations of the customers. The launch of the worldwide marketing campaign Mobile Me which includes innovative design and wireless features has set them a part from their competitors. Their range of Bluetooth wireless devices enhances the mobile understand for customers. Motorola is aware of the effect mobile phones and other electronic products keep back on the milieu. They apply technical skills to decrease negative effects to the environment at each stage of the product life cycle. One of their goals with regard to the environment is to produce products which contain minimal amounts of poisonous chemicals or to cut them out completely.2) StructureDuring the 1980s, payable to other mobile phone companies such as Nokia, Samsung and Sony creating strong competition, Motorola struggled to keep up. In order to reverse the slump in sales, top managers at Motorola decided to improve the quality. This change was needed due to global competitors and changing technology. The plan was to aim for zero defects in the production. Motorola implement a system called Six Sigma. Six Sigma is a business guidance strategy which attempts to ident ify and eliminate the causes of defects and mistakes in the manufacture and business process. The computer program was stretched out from operations to the other available areas sales and marketing, personnel and mankind resources.Reorganising into four business areas during 2005, allowed Motorola to improve their response to the needs of the customers and environmental changes that yield taken place. As 58% of the companys total sales were made up from mobile devices, Motorola views this as a significant contributor to their organisation.3) Organisational conceptsMotorolas mental synthesis is ground on their products, these are Connected home solutions Connected home solutions political science and enterprise mobility solutions Net createsMotorolas functional areas are Research and increment Sales and marketing Personnel and human resourcesFunctional areas were set up by Motorola to support the product areas. Marketing is a very important area as the views of customers can be obtained to determine what they want. It is essential for the marketing and the research and development areas to work together to meet the needs of the customers. Technology is always go which means that the research and development area must stay before to include these advances in their design. To adjust to environmental changes, it is necessary for all functional areas to work together.4) Advantages of Motorolas structure Continual development of knowledge in dealing with Motorolas complex products The structure allows Motorola to react quickly to environmental changes. This allows the company to oppose to technological change. This form of structure allows Motorola to be extremely client orientatedDisadvantages of Motorolas structure As the emphasis is the product, Motorola may have a caper of coordination They may be an apparent redundancy of effort and not lots cooperation between product areas Managers may focus on their line of work to the disadvantage of the compa ny as a whole.5) Internal stakeholderMotorolas business building block is managed by Ronald Garriques. He is responsible for the mobile devices business unit and has the chest of drawers to guide the business unit for defining the strategy for mobile devices. He must guide the mobile device business to succeed other he will be responsible for any failure and have to accept that responsibility. He has authority in the organisations formal structure. In footing of the informal structure of the organisation however, his authority is limited as this is unremarkably governed by a radical of individuals. His power could be undermined by the group of individuals, which could perhaps be detrimental to the business.External stakeholderGreenpeace is a worldwide electioneering organisation that acts to change attitudes and behavior, to protect and conserve the environment. As an external stakeholder in Motorola they could have a big effect on the formal structure of Motorola. Although G reenpeace have no power in the formal organisation, they have influenced Motorolas behaviour in terms of the environment as Motorola have a constitution and commitment regarding this issue. They can exert some degree of authority, by persuading Motorola to develop their staff on environmental issues and getting them to have an environmental policy. done education programmes, they have the power to influence groups of individuals, making them aware of the ruinous effects that the substances in mobile devices has on the environment.