Functioning Management

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Qualcomm Incorporated: Functioning Management
Katie Atkinson, Farrah Mason, Jennifer McMahan,
Robert Briones, Nichol Vann
University of Phoenix
MGT 330; Israr Hayath

Qualcomm Incorporated: Functioning Management
Qualcomm is an American wireless telecommunications research and Development Company, as well as the largest fables chip supplier in the world, based in San Diego, California. Qualcomm was founded in 1985 by UC San Diego Professor Irwin Jacobs, MIT Alumni Andrew Viterbi, Harvey White, Adelia Coffman, Andrew Cohen, Klein Gilhousen, and Franklin Antonio. (QUALCOMM, 2010) Qualcomm’s mission statement is: “Life, Connected with technology. From the written word, to image and photos, to music, to videos, games, streaming content, and more, Qualcomm is on a never-ending quest to feed the mind. Whether by developing our technologies or partnering with companies who share our vision, we're leading the charge in the digital revolution.” (Qualcomm, 2010)

The external and internal factors that affect Qualcomm’s four functions of management (planning, organizing, leading, and controlling) are as follows but not limited to; Globalization, Technology, Innovation, Diversity, and Ethics. This paper will review how external and internal factors affect the four functions of Qualcomm, and how managers and executives use delegation to manage the different factors and functions listed above. Qualcomm; Planning and management’s function

When planning the future for any company, especially Qualcomm, you must consider internal and external factors. Qualcomm’s sustainability and value to its stockholders is dependent upon the ability to predict future trends in technology, the global environment and maintain its strategic advantage. For example, Qualcomm’s core objectives include expanding the use of 3G technologies in emerging markets (Business Civic Leadership Center, 2006). Realization of this objective requires that Qualcomm be aware of political, cultural and economic factors in the markets they may wish to enter. Internally, Qualcomm must be structured to be agile and prepared to quickly form partnerships in response to developing opportunities. Like a manufacturer who uses the best quality materials to produce a product, Qualcomm’s most valuable asset is the intellectual capabilities of its engineers. Qualcomm must create a corporate environment that attracts and retains the best minds. Qualcomm is a global enterprise. The corporation is chartered to function in the international development of wireless technologies. Planning to achieve corporate objectives must scan the external horizon on an ongoing regular basis. This corporation cannot afford to publish a five year plan that sits on the self. Executive planners must evaluate what is going on in the world almost on a daily basis and asking the question, “How does this affect our objectives and positioning?” Intelligence is critical to this process. Information on the stability or instability of governments, financial markets and emerging research is critical to the sustainability of Qualcomm. Qualcomm is in the technology business. The future of Qualcomm is dependent upon the ability to invest and develop products that are compatible with and have an advantage over the competition. An innovator cannot assume that if they develop the best can opener, they will be the world’s leader in can opener sales. New technologies often compete until one becomes the industry standard upon which other compatible technologies are based. Qualcomm has declared that one of its core objectives is the expansion of 3G technologies in emerging markets (Business Civic Leadership Center, 2006). They are...
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