This is a case study on Learning process of Motorola and it will immensely help to the Management students to know the E learning for organisation

1. E-Learning Initiatives at
Motorola
Presented by:-
Dr. Srinibash Dash
HoD, School of Manangment
G.M.University, Sambalpur

2. Motorola was founded in 1928 when the Galvin brothers –Paul and Joseph-
set up Galvin manufacturing corporation in chicago,lllinois,US.
In the year 1928,the company encouraged learning by employees.
Motorola had emerged as a model organization in corporate world for
employee training and development.
The establishment of Motorola university (MU) in 1989 strengthened
Motorola's reputation as a leader in corporate training.
Motorola introduced self directed learning (SDL) into its training strategy.
 to reduce training costs and expedite the training process to large
number of employees across the world.
 to maintain consistency in course delivery across all its facilities around
the world at reduced costs.

3. Hence
 increasing access
 Lowering costs
 Improving quality and efficiency of presentation
 Introducing fundamental alterations in the structure and culture of
corporate education and development.
In 1930 - the company successfully commercialized car radios under the
brand name “Motorola" combining “motor" with “victrola.”
In 1936 – Motorola entered in the new field of radio communications with
the product police cruiser.
In 1940 – a pioneer in Fm radio communication and semiconductor
technology, joined Motorola as director of research.

4. In 1941 - established a subsidiary sales corporation i.e. Motorola
communications and electronics.
In 1947 – company’s name change from Galvin Manufacturing Corporation
to Motorola Inc. and entered the television market
In 1949 – a research and development facility launch in Arizona to explore
the potential of the newly invented transistor.
LIKE WISE OTHER DEVELOPMENTS UPTO 1980s are:-
 to promote customer and supplier relations with Japanese companies.
 it emerged as a leader in leader in military, space and commercial
communications.
 expended into international markets in the setting up of sales and
manufacturing operations around the world.
 expended its international presence by adding plants in many countries.
 Facing staff competition.
 manufacturing of watch batteries.
 development of cellular technology.

5. MU mode of learning presented
two major challenges:-
• the cost involved were too high.
• the classroom method could not
cater to individual training needs
effectively.

6. • IDENTIFY TRAINING NEEDS
• EVALUATE SDL READINESS OF EMPLOYEES
• MOTIVATE EMPLOYEES FOR SDL
• FORMULATE LEARNING OBJECTIVES
• DEVELOP AND ACQUIRE TRAINING RESORCES
• IMLEMENT TRAINING PLAN
• EVALUATING LEARNING EFFECTIVENESS
Motorola self-directed learning process

7. THE E-LEARNING PROGRAM
 In the early 2000s,motorola was operating in a business environment
where products and technologies were fast getting obsolete.
 In October 2000,an e-learning group was set up by MU to design and
deliver e- learning programs.
 At the core of MU’s e-learning programs was the e-learning portal that
allowed employees to learn new skills from their desks using Internet
and Intranet based platforms.
 Synchronous training programs and asynchronous training programs
 Thus, e-learning allowed MU to offer a blend of both trainer and self-
directed training programs to Motorola’s employees.

8. Six–step online training process
Identification of skill gaps and
training requirements
Checking the availability of online
courses
Enrollment
Charging of fees
The actual learning took place
Listing of credits

9. Traditional modes of training employees
On the job training
: this method is generally used to teach new
skills and methods to employees.
: in this case, a senior or experienced employee takes
charge of the training and development of a new employee.
: this method aims at
developing/creating in the trainee a ‘feel’ of the organization by
allowing him to work in different departments.

10. Off- the job training
Interactive
learning
methods
These include workshops, case studies, role
play,simulations,interactive computer learning
packages, video and audio tapes, problem solving
etc.
Induction
training
This is the method for a new employee to help
him become familiar with the organization he has
joined.

11. MU introduce 3 novel approaches of using
technology in training
1.
Just in time
lectures(JITL)
2.
I-Cubed
Approach
3.
Introduction of
‘communities of
practice.’

12. Although MU had made e-learning technologies available to all its
employees, it wasn’t very successful in motivating them to take these
courses.
In early 2000,Motorola realized that 69% of employees who had
registered for courses had not even started them and
7% of employees who had started the course ,completed it.
Employees cited lack of time and inability to download files as the
main reasons for not completing their courses.

13. Learning guides
The guide functioned in four steps:-
1. The guide sent an e-mail to the employees when they registered for
an e-learning course.
2. A follow-up- e-mail, sent four days after the first e-mail, which
reminded employees that the learner guide was available for any
assistance.
3. An e-mail was sent to the employees manager requesting him to
talk to the employee and support him in his training efforts
4. A follow up e-mail sent to the manager four days after the first e-
mail, reminding him to extent his support to the employee’s e-
learning effort and to review his progress.

14. A research on whether the guide had the desired
effect in motivating learners.
A set of employees who had registered for an e-learning course but
for whom the learning guide was not available.
Employees who had registered for a course and received e-mails
from the learning guide.
Managers of employees who received e-mails from the guide.
The learning guide acted as an external influence that motivated employees to
take up e-learning courses.

15. Conclusion
Motorola’s e-learning initiative did not require employees to be present
in front of their desktops for a learning session. They could learn at
their own convenience irrespective of their physical location.
E-learning was helpful to employees in some places like Asia,where there
were bandwidth limitations for internet connections and where mobile
connectivity was less expensive.
Improved mobile technologies that supported rich multimedia content
also meant that learning content could be delivered through images and
video sequences.