1Running head GM MODEL5GM MODELGM Model.docx
- 1. 1 Running head: GM MODEL 5 GM MODEL GM Model Introduction General motors have been described as a reluctant organization which was not ready to change for constant 11 years. The company was in understanding that it cars ignition systems were faulty, and something needed to change, but it did nothing on the issue. The greatest strength of general motors is their new CEO Mary Barra who has taken everything with the aim of changing the organization. The major weakness is the company inability to change even when the problems become so persistent and common to the company face. It culture shows detrimental signs of lack of coordination and cares among others. Organizational behavioral model The current organizational behavioral model that is used by general motors is the system model. In this case, too many processes are followed before any decision is made with the organization. Even though the company is utilizing this model, the whole system was founded on people who were not doing their work (Pinder, 2014). They had only one core role of only approving the cars without making further analysis. A car
- 2. moves from one operation to another before it is released to the users. The system model used by the company shows better results when it comes to components such as making critical decisions, but in the case of GM, this was not happening. To change the organization structure, marry Barra first used the normative approach to return best practice. Second, she used the contingent approach to solve the stalemate in the company and configurative approach in the process of making alignment (Arvinen-Muondo, & Perkins, 2013). Comparisons between models System model and supportive model are used in the car industry. Under the two models, the process of decision-making process moves from one area to another before final approximant is done. The different between the two is that fact that supportive model is built with the need to support an individual operation such in car industry the production plant. It gives insight on the course of actions that should be taken in the development process (Pinder, 2014). The system approach is only concerned with how the decision is made within the organization. An external model is like the autocratic model which is centered on only one person making the decision that affects the whole organization. Reason why organization uses different models The main reasons that; leads to the different organization using different models in the organization setting is first is the complexity element. Some organization is too large, and thus their model must offer a better scope than in decision-making process. Second is the fact that most organization choice their model based on the value they want to achieve in the market and the structure they are operating within the business (Dess, et al 2014). Some structures such as the Department require more systematic model, and with this case, the use of supportive and system model offers the better results as compared to any other model. Lastly is the type of business some requires personalized model while others require the corporate model. With this, the
- 3. best selection must be made. Comparison between current and past organization culture The current culture which is utilized by GM is based on accurate decision-making process. In this case, before any decision can be made critical consideration are made by the management of the cost effect relationship. Under the leadership of Mary Barra, the company uses a structure which encompasses criticality in cases where it is supposed to take responsibility and to act on any complaint they receive from the customers. Currently, the company investigates any problem and responsible within the shortest time possible it is a culture of urgency. Communication is vital in the process. In the past, the cultural model was characterized by redundancy to raise issues of concern (Kuppler 2017). The second was avoided responsibilities and agreeing on the problem without making any claim. The committee within the organization was poor in the decision-making process. Other element was conflict in the decision from top management and lastly is the lack of sense of urgency. To change the culture Mary used element such as recruiting and retaining higher skilled employees (Arvinen- Muondo, & Perkins, 2013). Second is offering better products and services to the company (Arvinen-Muondo, & Perkins, 2013). Better decision making and also creating a reputation. The use of the motivational model and the organization modeling After Mary was introduced as the CEO of GM one of the changes and focus was on the employees. Mary had one thing in mind to make them better and motivate them. The motivational model has been used extensively in the case of GM making sure that everything is working. Elements such as regular promotion and the use of the reward system are characterizing the organization (Helper, & Henderson, 2014). The current condition is based on accessing the employing and giving them what they deserve which was not the case in the earlier days. With this better coordination is something that can be seen in the company. It has been the radical development process which
- 4. is taking place in the organization setting. Maty utilized the element of management with purposes in everything making the organization to be successful by the end of day (Arvinen- Muondo, & Perkins, 2013). References Arvinen-Muondo, R., & Perkins, S. J. (Eds.). (2013). Organizational behavior. Kogan Page Dess, G. G., Lumpkin, G. T., & Eisner, A. B. (2014). Strategic management: Text and cases. Helper, S., & Henderson, R. (2014). Management practices, relational contracts, and the decline of General Motors. The Journal of Economic Perspectives, 28(1), 49-72. Kuppler, T., & Kuppler, T. (2017). The GM Culture Crisis: what leaders must learn from this culture case study. Switch & Shift. Retrieved 24 May 2017, from http://switchandshift.com/the-gm- culture-crisis Pinder, C. C. (2014). Work motivation in organizational behavior. Psychology Press. OL 342 Milestone Two Guidelines and Rubric This milestone is designed to continue the critical analysis in Milestone One with a shift in lens to leadership and organizational culture. This short paper assignment is the second milestone in the analysis of the company within your final project. It should begin with a brief description (one paragraph) to transition the reader to the new analysis lens. The largest component of this short paper should focus on the leadership approach and any shifts through the course of the case study example, including any aspects of the culture that influenced the organization. Lastly, the final aspect of the short paper is to connect the analysis into
- 5. insights and conclusions. This assignment will be submitted in the form of a 750-word minimum paper. Prompt: Use the following case study to do your organizational analysis: The GM Culture Crisis: What Leaders Must Learn From This Culture Case Study. After reading the case study, answer these questions: III. Evaluate Leadership Theory A. Describe a leadership style used in the case study and why there was a shift in leadership style throughout the case study. B. Explain the characteristics and decisions of management in the case study that help explain the shift in leadership style. C. Identify the internal and external influences on the organization that may have caused the shift in leadership style. Be sure to explain your choices. D. Describe the relationship between a leadership style used by the organization in the case study and the decision-making process. IV. Assess Organizational Culture A. Discuss the internal culture present within the organization. Be sure to utilize terms relative to organizational behavior. B. Identify specific examples from the case study that demonstrate the internal culture present within the organization. V. Insights and Conclusions A. Explain why the leadership style(s) and internal culture of
- 6. the organization complement each other or do not complement each other. B. Explain whether or not the changes in leadership style or internal culture of the organization influenced each other. C. Explain how the leadership styles and internal culture of the organization may have influenced the behavior of the employees within the organization. You could consider providing specific instances or examples from within the case study to support your response. http://switchandshift.com/the-gm-culture-crisis http://switchandshift.com/the-gm-culture-crisis http://switchandshift.com/the-gm-culture-crisis Rubric Guidelines for Submission: Milestone Two should follow these formatting guidelines: 750 words minimum, double spacing, 12 point Times New Roman font, one-inch margins, and citations in APA format. Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information, review these instructions. Critical Elements Exemplary (100%) Proficient (85%) Needs Improvement (55%) Not Evident (0%) Value Evaluate Leadership Theory: Leadership
- 7. Style Meets “Proficient” criteria, and description demonstrates a nuanced understanding of leadership styles and why they can change Describes a leadership style used in the case study and why there was a shift in leadership style throughout the case study Describes a leadership style used in the case study and why there was a shift in leadership style throughout the case study, but explanation is cursory Does not describe a leadership style used in the case study and why there was a shift in leadership style throughout the case study 10 Evaluate Leadership Theory: Characteristics and Decisions Meets “Proficient” criteria, and explanation demonstrates keen
- 8. insight into how the behaviors of management in the case study may have influenced the shift in leadership style Explain the characteristics and decisions of management in the case study that help explain the shift in leadership style Explain the characteristics and decisions of management in the case study that help explain the shift in leadership style, but explanation is cursory or inappropriate Does not explain the characteristics and decisions of management in the case study that help explain the shift in leadership style 10 Evaluate Leadership Theory: Internal and External Influences Meets “Proficient” criteria, and explanation demonstrates keen insight into how internal and external influences on the organization in the case study may have influenced the shift in leadership style
- 9. Explains the internal and external influences on the organization that may have caused the shift in leadership style Explains the internal and external influences on the organization that may have caused the shift in leadership style, but explanation is cursory or inappropriate Does not explain the internal and external influences on the organization that may have caused the shift in leadership style 10 Evaluate Leadership Theory: Relationship Meets “Proficient” criteria and makes cogent connections between a leadership style used in the case study and the decision-making processes Describes the relationship between a leadership style used in the case study and the decision-making process
- 10. Describes the relationship between a leadership style used in the case study and the decision-making process, but explanation is cursory or inappropriate Does not describe the relationship between a leadership style used in the case study and the decision-making process 10 Assess Organizational Culture: Internal Culture Meets “Proficient” criteria, and the discussion is an especially comprehensive overview of the internal culture of the organization Discusses the internal culture present within the organization using terms relative to organizational behavior Discusses the internal culture present within the organization using terms relative to organizational behavior, but
- 11. discussion is cursory or inappropriate Does not discuss the internal culture present within the organization using terms relative to organizational behavior 10 http://snhu- media.snhu.edu/files/production_documentation/formatting/rubr ic_feedback_instructions_student.pdf Assess Organizational Culture: Examples Meets “Proficient” criteria, and identification demonstrates a nuanced understanding of the internal culture present within the organization Identifies specific examples from the case study that demonstrate the internal culture present within the organization Identifies examples from the case study that demonstrate the internal culture present within
- 12. the organization, but identification is inappropriate Does not identify examples from the case study that demonstrate the internal culture present within the organization 10 Insights and Conclusions: Complement Meets “Proficient” criteria, and explanation demonstrates a nuanced understanding of how leadership styles and culture complement each other Explains why the leadership style(s) and internal culture of the organization complement each other or do not complement each other Explains why the leadership style(s) and internal culture of the organization complement each other or do not complement each other, but explanation is cursory or inappropriate Does not explain why the leadership style(s) and internal
- 13. culture of the organization complement each other or do not complement each other 10 Insights and Conclusions: Influenced Each Other Meets “Proficient” criteria, and explanation demonstrates a nuanced understanding of the influence that leadership styles and culture have on one another within the organization Explains whether or not the changes in leadership style or internal culture of the organization influenced each other Explains whether or not the changes in leadership style or internal culture of the organization influenced each other, but explanation is cursory Does not explain whether or not the changes in leadership style or internal culture of the organization influenced each other
- 14. 10 Insights and Conclusions: Employees Meets “Proficient” criteria, and explanation provides cogent example for how employee behavior was influenced by the leadership styles and internal culture of the organization Explains how the leadership styles and internal culture of the organization may have influenced the behavior of the employees within the organization Explains how the leadership styles and internal culture of the organization may have influenced the behavior of the employees within the organization, but explanation is cursory or inappropriate Does not explain how the leadership styles and internal culture of the organization may have influenced the behavior of the employees within the organization
- 15. 10 Articulation of Response Submission is free of errors related to citations, grammar, spelling, syntax, and organization and is presented in a professional and easy-to-read format Submission has no major errors related to citations, grammar, spelling, syntax, or organization Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas 10 Total 100%