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The article evaluates the Razr 50 Ultra smartphone from manufacturer Motorola.

This section features smartphones from various manufacturers which include the Apple iPhone SE3, Google Pixel 8A, and Motorola Razr 40.

The article evaluates various foldable smartphones including Samsung Galaxy Z Flip 5 by Samsung, Motorola Razr 40 Ultra by Motorola and Samsung Galaxy Z Flip 5 by Samsung.

The article evaluates various cheap smartphones including Apple iPhone SE by Apple, Moto G31 by Motorola and OnePlus Nord CE 2 by OnePlus.

If practice makes perfect, practicing the concepts of Six Sigma leads to virtual perfection. Prior to implementing Six Sigma, the company had tried programs from the Crosby Quality College, Juran Institute and others, he says, adding, "These were important progressions that started us down the right road to Six Sigma." Six Sigma has saved Motorola billions of dollars of costs in terms of scrap, rework, enabling greater customer satisfaction-our ultimate goal." Wipro's corporate goal is to reach Six Sigma in every process concerning customer satisfaction by the year 2002. [Extracted from the article]

This article reports on manufacturer Freescale Semiconductor, its deals with private equity firms, and why its chief executive officer Michael Mayer left his position in 2008. The article provides information on the company's financial history, as well as its acquisitions, revenue, and performance. The semiconductor industry and Freescale's relationship with Motorola are discussed as well. The article also provides charts on Freescale's debt payments, sales, and buyout value.

This article explains how companies from different industries are aligning with Apple Inc. because it has always been the leader in technology. Companies such as Nokia and Motorola understand that it's wiser to join with Apple than risk becoming obsolete if Apple's technology exceeds theirs. The article explains that these brands give up some of their independence when joining with Apple. INSET: The Apple Ecosystem..

The article focuses on the top one hundred companies in the information technology industry. The author discusses the reasons behind the rankings of particular companies such as the computer manufacturer Dell Incorporated, the software company SAP AG, and the telecommunications company Motorola Incorporated. A chart is presented which ranks the top one hundred companies in information technology industry. INSET: Methodology and Glossary.

The article discusses the high-tech company Symbol Technologies. From 2001-2004 the U.S. Securities & Exchange Commission investigated Symbol after anonymous reports that some insiders were inflating sales. The company's then chief executive officer (CEO) Tomo Rasmilovic fled to Europe. In 2007 Motorola purchased Symbol for $3.9 billion and announced the research and development team will be left mostly intact.

The article discusses technology that is turning the cellphone into more than just a communication device. New technologies such as WiFi and the new WiMAX allow for faster networks, which allow cellphones to operate as more than just phones or text messaging centers. The article discusses satellite-mapping technology, photograph capabilities, and video technology as it can apply to cellphones. New models of phones from Nokia, Motorola, and Samsung are also discussed. INSETS: The Many Faces of Mobile;Great Enablers.

This article explains how computer software manufacturers can achieve success with their initiatives for software process change. The author explained how a comment made by Art Sundry, an executive at Motorola, helped to change the focus of CEO Bob Galvin and the entire company. The author also explained how a business can find itself in trouble if its sole goal is to make money. When companies approach their businesses this way, business executives can end up losing sight of why the company was originally started.

The article offers brief information on personal products including the 3GSM SLVR cell phone from Motorola Inc., the iPod nano digital music player from Apple Inc., and the Canon Powershot SD550 digital camera from Canon Inc.

Focuses on how American companies are meeting with increased success in China. Recent history of American companies in China, where rising profits were often met with rule changes favoring local players; Results of a survey of U.S. companies regarding their profits in China by the American Chamber of Commerce; Review of the experience of various companies in China, including Motorola Inc. and Delphi Corp.; Suggestion that China's lower costs and surging sales off a better profit climate for many companies than their markets at home.

This article examines the new mentality of seamless teamwork promoted by CEO Ed Zander at Motorolla. Edward Zander always wanted to be in charge. Donahue told Zander that Motorola's products were late and their quality was shoddy. Zander took copious notes. If Motorola continues to sell pallets full of its sleek new Razr V3 camera phone, 2004 could be its most profitable year ever, with a $1.9 billion net, up threefold from a year ago, on $36 billion in revenue. But the real test for Zander is subtler than getting the latest cell phone into Santa's sack: The man who spent years in the shadows of founder-bosses must get Motorola out from under the shadow of a family dynasty that began 76 years ago with Paul Galvin, who coined the term "Motorola" when the company started selling car radios, and ended last year with the departure of his grandson Christopher.

Presents an interview of Mays Swicord, an employee of the mobile phone maker Motorola Inc. Views of Swicord on radio frequency (RF) emissions coming from mobile phones; Factors that led him publish a paper on non-thermal effect of low-level RF radiation on DNA, in 1984; Effects of low-level RF radiation coming from mobile phones on pregnant women.

This article focuses on the software development method tailoring process at Motorola Inc., software system provider in the mobile telecommunication sector. The software development process at Motorola involves a number of discrete components. These components comprise three different levels: a broad Industry level; a more specific Organizational level; and the individual Project level. At the Organizational level, a number of software processes exist that are specific to the various parent divisions within Motorola and naturally they influence the Cork process. The tailoring strategy of Motorola overcomes the fundamental problem inherent in both the method engineering and contingency approaches, namely, that organizations in practice clearly cannot afford to wait while a lengthy tailoring process takes place. In the Motorola case, much of the broad macro-level tailoring is done in advance at the organizational level. Then, at the outset of each individual project, only the precise project tailoring remains to be accomplished. INSET: The Software Development Environment at Motorola.

The article focuses on Christopher B. Galvin, chief executive of Motorola Inc. Since taking over at Motorola in January 1997, Galvin has struggled in the chief executive's seat. The biggest problems have been his Hamlet-like indecisiveness and his hands-off management style in a technology industry that increasingly demands speed and conviction. Galvin took years to put a crack executive in charge of his largest business, wireless phones. He sat by while executives let costs spin out of control and failed to deliver on promises to customers. He has allowed competitors to beat Motorola to market with everything from cell phones to the latest microprocessors.

The article focuses on Nokia Corp. which is making preemptive steps to handle the increasing competition in the cellphone industry. On January 9, 2001, Nokia has previewed 200 numbers which is just double of its closest competitor Motorola Inc. According to Edward F. Snyder, analyst at J.P. Morgan H&Q in San Francisco, in the present environment, any negative surprise will take the stock down.

Focuses on the efforts that Motorola Inc. has made to remake itself into a company that embraces the Internet. The serious trouble the company was in during 1998; The measures that Christopher Galvin, the company's chief executive, has taken to resurrect the company; How the Internet has become the core of everything Motorola does.

Design patterns are a promising technique for achieving widespread reuse of software architectures. Design patterns capture the static and dynamic structures and collaborations of components in successful solutions to problems that arise when building software in domains like business data processing, telecommunications, graphical user interfaces, databases, and distributed communication software. Patterns aid the development of reusable components and frameworks by expressing the structure and collaboration of participants in a software architecture at a level higher than source code or object-oriented design models that focus on individual objects and classes. One of the example of design pattern is the reactor. The reactor pattern was identified while developing reusable event-driven communication software at Ericsson Inc., Motorola Inc., and Kodak Co.. Portions of the material appearing in this article were culled from documentation used on these projects. Patterns capture the static and dynamic aspects of successful solutions to problems that commonly arise when building software systems.

Motorola Inc. and International Business Machines Corp. unveiled the first low-power version of the PowerPC family- the PowerPC 603 microprocessor. The 603 is the first processor in the PowerPC family to fully support the PowerPC Architecture. It incorporates five execution units: branch, integer, floating-point, load/store, and system register; and a pair of on-chip 8KB instruction and data caches. Since the 603 is a super-scalar microprocessor, it is capable of issuing and retiring as many as three instructions per clock to these execution units. The memory subsystem provides the instructions for the instruction fetcher and data for the load/store unit. Efficient access between the caches and memory systems is provided by the external bus interface. The 603 incorporates two 8KB, 2-way set associative, 32-byte per line on-chip caches, one for instructions and one for data. On a cache hit, the instructional cache can provide 2 instructions per cycle to the instruction queue, and the data-cache can provide up to a double-word of data to the load/store unit per cycle.

The article focuses on the PowerPC Architecture. The PowerPC Architecture reflects the work done by the team of computer architects from Apple Computer Inc., International Business Machines corp., and Motorola Inc. who were tasked with the objective of retargeting the architecture into a form more suitable for high-volume, single-chip microprocessors. The architects also enhanced the architecture with better multiprocessor support features and extended it with a 64-bit address capability in order to ensure its viability into the next century. Complex instruction set architectures were primarily motivated by a desire to reduce the "semantic gap" between the machine language of the processor and the high-level languages in which people were programming. With the declining cost of memory devices and improved compiler technology, it became feasible to consider simplifying the instruction set, even at the cost of larger code size and higher memory bandwidth requirements. The PowerPC Architecture maintains the same basic programming model and instruction epode assignments.

The article focuses on the computer architecture. The successful introduction of a new computer architecture into the marketplace requires that both software and hardware be available simultaneously at the time of system introduction. Reduced instruction set computer (RISC) microprocessors team of Motorola Inc. is developing new software tools, including state-of-the-art compilers and simulators. All members of PowerPC simulator family of Motorola Inc. share some common features. This common feature set ensures that support code developed on one simulator will run appropriately on another member of the family. It also lessens the burden of learning a new set of commands for a new simulator. the PowerPC Architectural simulator (PPCArch) family is a set of programs that emulate various PowerPC microprocessors. The PPCArch simulators are based on a type of simulator originally developed for the Motorola M88K RISC microprocessor developed a style of threaded code simulator that used a unique C language.

The article describes the modular structure of the compiler, the data and information flow through the major phases of the compiler, and offer some discussion on architecture and implementation-specific optimizations currently performed in the PowerPC compilers. The need for balance between software and hardware is a well-known principle of RISC microprocessor design methodologies. In order to achieve a high level of performance, RISC microprocessors are designed to allow compilers to take full advantage of the pipelines and resources available. The PowerPC family of microprocessors is being designed to be used for many purposes, ranging from low-power embedded controllers to powerful, supercomputer-class multiprocessor systems. Motorola Inc. has developed a highly optimizing, modular compilation environment that can be quickly adapted to various PowerPC microprocessor and system configuration. The Motorola compilers are implemented as a series of interrelated phases that ultimately transform a user's high-level source program into highly optimized PowerPC assembly code which can then be assembled and linked to form an executable program.

The article discusses the use of the Internet in passing knowledge and information around the world instantly as of February 1995. Topics include the advantage of the Internet in allowing people to collaborate and communicate wherever they are and making it a lot easier and faster to search for the person with the right skills to do a job, and the U.S. companies which utilize cheap, smart labor overseas such as Motorola and Andersen Consulting. Also cited is the software program called FarSite.

The article focuses on the success of Chicago's $16 billion Motorola Inc. Motorola has acquired some parcels of valuable electronic real estate around the world. Those who predicted that one day wireless telephony would equal or surpass the wired kind are seeing their predictions come true. For the last two years, cordless phones have outsold the ones with cords. Right smack in the middle of this developing boom and handsomely situated to profit from it is Motorola Inc. All the while selling radio equipment, Motorola is buying up radio frequencies around the world. INSET: Odd men out, by G.S..

Reports on efforts by the American company Motorola Inc., under the leadership of Robert W. Galvin and George M.C. Fisher, to achieve its goal of becoming the best manufacturer of electronics hardware in the world. Application of Japanese tactics, such as market share focus, quality upgrades and cost control; Launching of its Microtac cellular phone and its wristwatch pager; Improvements of its marketing and software development efforts; Competition with Japanese companies; Overhaul of Motorola's corporate culture.

Reports on the success of Nokia founder Jorma Ollila. Information about his rise in the cellular phone industry; Details about Nokia's evolution of the mobile phone; Statistics about company growth; How the Finnish company has surpassed both Motorola and Ericsson in percentage of sales; Aspects of the company's involvement with the personal computer industry. INSET: The best wireless phone on the market.

Highlights Motorola as of May 1998. The slide in market share, profits and stock returns; Motorola's history; Complaints by customers that their system sometimes shut down; Robert L. Galvin, chief executive officer; The failure of the Signature program; The price wars. INSET: Motorola's History.

The article profiles Motorola Inc.'s chief executive officer (CEO) Christopher B. Galvin. On January 1, 1997, Galvin became the third-generation CEO in Motorola after it was governed by his father, Robert, from 1959 to 1990. During Christopher Galvin's period, leadership is the main issue as the company has experienced its worst slide marked by a 35% downfall in its net income in 1996 to $1.15 billion.

Evaluates several consumer products. Features of the new sleek Startac phone from Motorola Inc.; Price of the new Jaguar V8 automobile; Information on the new Advanced Photo System cameras. INSETS: THE BEST WEB SITES;PRODUCTS TO WATCH IN 1997.

The article discusses the trend of home workshops among executives in the U.S. It features several men and women executives who have gone into the hobby of carpentry, furniture making and woodworking, including L. Curtis Foster of Motorola Inc. in Chicago, Illinois, Deborah Pierce of American Broadcasting Co. in New York City and Frank S. Wyle of Wyle Laboratories in Los Angeles, California. It provides guidelines on setting up workshops, including buying power tools.

The article focuses on the diversification and acquisition strategy of Motorola Inc., the top producer of the latest-generation computer memory chip 64K RAM in the U.S. It mentions that the company established a New Enterprises operations, which concentrates ,in the areas of robotics, computer-aided design and computer-aided manufacturing (CAD/CAM), and instrumentation. It states that Motorola established an Information Systems Group, teaming up Four-Phase Systems Inc. and Codex Corp.

The article reports on the development of the semiconductor industry in the U.S. It announces that Texas Instruments Inc. and Motorola Inc. are launching regional centers where customers can use automated systems to design semicustom chips. Wilfred J. Corrigan of LSI Logic Corp. claims that the company is leading for a change that will be as profound as the changes brought by the microprocessor.

What should managers working abroad do when they encounter business practices that seem unethical? Should they, in the spirit of cultural relativism, tell themselves to do in Rome as the Romans do? Or should they take an absolutist approach, using the ethical standards they use at home no matter where they are? According to Thomas Donaldson, the answer lies somewhere in between. Some activities are wrong no matter where they take place. Dumping pollutants for unprotected workers to handle is one example of a practice that violates what Donaldson calls core human values: respect for human dignity, respect for basic rights, and good citizenship. But some practices that are unethical in one part of the world might be ethical in another. What may feel like bribery to an American, for example, may be in keeping with Japan's longstanding tradition of gift giving. And what may seem like inhumane wage rates to citizens of developed countries may be acceptable in developing countries that are trying to attract investment and improve standards of living. Many business practices are neither black nor white but exist in a gray zone, a moral free space through which managers must navigate. Levi Strauss and Motorola have helped managers by treating company values as absolutes and insisting that suppliers and customers do the same. And, perhaps even more important, both companies have developed detailed codes of conduct that provide clear direction on ethical behavior but also leave room for managers to use the moral imagination that will allow them to resolve ethical tensions responsibly and creatively. INSETS: The culture and ethics of software piracy;The problem with bribery. [ABSTRACT FROM PUBLISHER]

When Motorola began a new three- to five-year program of skills training in 1980, it's modest goal was to teach its work force statistical process control and other quality improvement techniques. As the program evolved, however, the company made one disturbing discovery after another--management resisted change, many employees didn't want to learn, a lot of people had trouble with basic math, quite a few could hardly read, some could not understand simple English, and management trainees with college degrees often lacked basic business skills like accounting, statistics, computers, and algebra. Motorola altered its training program drastically. From a narrow emphasis on specific techniques, the program widened to include everything from reading and English comprehension to graduate work in computer-integrated manufacturing. Unwilling to fire long-term employees for lack of basic skills, the company forged partnerships with local schools and colleges to provide elementary education as well as business courses. The Motorola training and education department had to learn how to cope with employee embarrassment and fear, how to inject practical business needs into school and college curricula, how to design effective courses, how to find and train good teachers, and how to develop and maintain good working relationships with universities and business schools. In the end, the company founded Motorola University, and ambitious and controversial move that most educators nevertheless welcomes with enthusiasm. During the past ten years, Motorola has learned that there is no clear distinction between corporate education and education in the community at large. INSETS: The language of quality;Curriculum Development at Motorola U;Finding and Training Faculty. [ABSTRACT FROM AUTHOR]

As president and CEO of Motorola, Inc., George M.C. Fisher is striving to build a company in which customer needs shape product development--without weakening Motorola's creativity or technology leadership. How do you strike this delicate balance? "Our answer is to develop a management system that essentially flips the organization," he says. "A system that empowers the sales force as surrogates for customers." In an extensive interview, Fisher describes the management techniques Motorola uses to understand, anticipate, and respond effectively to customer needs. He describes several of the company's most important products and systems--a new generation of portable telephones, a sophisticated radio communications system designed for IBM, a secure telephone network built for the National Security Agency--and explains the lessons each offers for effective technology management. Fisher also reviews technology-based competition with Japan. He offers an optimistic forecast for U.S. companies. "We are more receptive to change than the Japanese," he argues. "And that's becoming an increasingly important factor for competitive success: to change designs quickly, to customize products for specific markets. The imperatives of business success are moving in directions that favor the strengths of the United States." But Fisher distinguishes between the future of U.S. companies and the United States as a nation. "Here's the basic question: Does being a successful global company headquartered in a particular country also mean that country will be successful as an economic entity? Increasingly, the answer is no." [ABSTRACT FROM AUTHOR]

In the not so distant past, when top executives at Motorola encountered management training and development staff or ideas it was usually at an Arizona retreat where during a period of six days, the Motorola executives would hone their skills and increase their awareness of the complexities of management. Those days are gone at Motorola--and at Xerox, Federated Department Stores, and General Foods as well. Now, with increased competition and a perceived need for revitalization, the focus of the executive training and development programs at these companies is on corporate strategy and how to achieve it. With a practical and bottom-line focus, these programs are directing top managers to analyze the company's competitive position and to come up with real action plans to achieve strategic goals. The author, an expert on executive development, has examined the four companies' programs and reports here their common characteristics. [ABSTRACT FROM PUBLISHER]

Reports on Motorola's campaign built around lifelong employee learning. Belief that responsiveness, adaptability and creativity are keys to winning in 21st century business wars; Costs; Top management's support; Binding of employee education to business targets; Courses at Motorola University, Illinois; Propagation of company culture; Commitment to equal employment opportunity for women; More. INSET: AN INSIDER'S LEXICON.