Sample Solution

In order to determine whether or not Motorola should continue the program into the 1990s, it is necessary to develop an assessment plan that can effectively measure the success of the existing program and how it would fare in a changing economic and technological landscape. To this end, I propose a two-pronged approach that incorporates both qualitative and quantitative analysis.

The qualitative aspect of the assessment will involve analyzing feedback from current participants as well as stakeholders such as customers, employees, and shareholders. This can be done via surveys or interviews conducted by independent third-party researchers who are able to ensure objectivity. The aim is to gain insight into how successful people think Motorola’s program has been at achieving its goals so far and whether they believe it should continue into the 1990s with any changes.

The quantitative portion of my assessment plan will focus on gathering data on various operational metrics such as cost savings, customer satisfaction levels, employee retention rates, etc., which can then be compared against industry standards or benchmarks set by similar companies (Kumar et al., 2020). By analyzing these figures over time — especially when compared side-by-side with outcomes achieved before/after implementation of Motorola’s program — we can ascertain more accurately what effect this initiative may have had on its overall performance if carried out continuously throughout the decade.

In conclusion, assessing whether or not Motorola should keep running this program requires looking at both subjective opinions from those involved in addition to hard facts gleaned through careful study of key operational indicators. When used together correctly these two approaches provide us with a much better understanding of how well something like this could work going forward; thereby increasing our chances for success if we decide to proceed.