GM Leadership Case Study

User Generated

22gyjvyyvnzf

Business Finance

Description

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 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: https://web.archive.org/web/20161013135112/http:/s...


Rubric attached with more directions. Milestone one case studt attached for reference

Unformatted Attachment Preview

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 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 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. Rubric Guidelines for Submission: Submit assignment as a Word document with double spacing, 12-point Times New Roman font, and one-inch margins. Critical Elements Evaluate Leadership Theory: Leadership Style Evaluate Leadership Theory: Characteristics and Decisions Evaluate Leadership Theory: Internal and External Influences Evaluate Leadership Theory: Relationship Assess Organizational Culture: Internal Culture Exemplary (100%) Meets “Proficient” criteria, and description demonstrates a nuanced understanding of leadership styles and why they can change Meets “Proficient” criteria, and explanation demonstrates keen insight into how the behaviors of management in the case study may have influenced the shift in leadership style 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 Meets “Proficient” criteria and makes cogent connections between a leadership style used in the case study and the decision-making processes Proficient (85%) Describes a leadership style used in the case study and why there was a shift in leadership style throughout the case study 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 Explain the characteristics and decisions of management in the case study that help explain the shift in leadership style Explains the internal and external influences on the organization that may have caused the shift in leadership style Describes the relationship between a leadership style used in the case study and the decision-making process Needs Improvement (55%) 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 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 Explains the internal and external influences on the organization that may have caused the shift in leadership style, but explanation is cursory or inappropriate Not Evident (0%) Does not describe a leadership style used in the case study and why there was a shift in leadership style throughout the case study Does not explain the characteristics and decisions of management in the case study that help explain the shift in leadership style Value Does not explain the internal and external influences on the organization that may have caused the shift in leadership style 10 Describes the relationship between a leadership style used in the case study and the decision-making process, but explanation is cursory or inappropriate Discusses the internal culture present within the organization using terms relative to organizational behavior, but discussion is cursory or inappropriate Does not describe the relationship between a leadership style used in the case study and the decision-making process 10 Does not discuss the internal culture present within the organization using terms relative to organizational behavior 10 10 10 Assess Organizational Culture: Examples Insights and Conclusions: Complement Insights and Conclusions: Influenced Each Other Insights and Conclusions: Employees Articulation of Response Meets “Proficient” criteria, and identification demonstrates a nuanced understanding of the internal culture present within the organization Meets “Proficient” criteria, and explanation demonstrates a nuanced understanding of how leadership styles and culture complement each other Identifies specific examples from the case study that demonstrate the internal culture present within the organization Meets “Proficient” criteria, and explanation demonstrates a nuanced understanding of the influence that leadership styles and culture have on one another within the organization 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 whether or not the changes in leadership style or internal culture of the organization influenced each other 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 Explains why the leadership style(s) and internal culture of the organization complement each other or do not complement each other Explains how the leadership styles and internal culture of the organization may have influenced the behavior of the employees within the organization Identifies examples from the case study that demonstrate the internal culture present within the organization, but identification is inappropriate 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 Explains whether or not the changes in leadership style or internal culture of the organization influenced each other, but explanation is cursory Does not identify examples from the case study that demonstrate the internal culture present within the organization 10 Does not explain why the leadership style(s) and internal culture of the organization complement each other or do not complement each other 10 Does not explain whether or not the changes in leadership style or internal culture of the organization influenced each other 10 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 Submission has major errors related to citations, grammar, spelling, syntax, or organization that negatively impact readability and articulation of main ideas Does not explain how the leadership styles and internal culture of the organization may have influenced the behavior of the employees within the organization 10 Submission has critical errors related to citations, grammar, spelling, syntax, or organization that prevent understanding of ideas 10 Total 100% Jackson 1 Traci Jackson Final Project Milestone One Southern New Hampshire University 5/29/2018 Jackson 2 Introduction From the case study, the GM Company is described as a firm faced with reluctance in raising issues as a result of poor communication (The GM Culture Crisis, n.d). Messages from employees and junior managers do not reach the senior managers on time. Nevertheless, some leaders who have got crucial information are irresponsible and take no action to inform top management for action to take place. The firm is portrayed as an organization with a poor communication culture system and slow in acting towards solving the crisis. For instance, taking too long to act on the ignition switch crisis. This is an indication of a dysfunctional organization culture despite its achievements in the global environment. The GM Company has several strengths and weaknesses. Some of the strengths include having leaders who accept and acknowledge the failures of the company and ready to take action. Mary Barra accepts the failures and is ready to move on to implement the best possible strategies to overcome similar challenges in the future. Some of the weaknesses include the existence of a poor functional culture as well as leadership. The communication platforms are also not taken seriously, thus leading to delayed decisions. This is a weakness that has led to the existing problem in the scenario. Organizational Modeling The custodial model is employed in the GM organization. This model is characterized by passive cooperation whereby the employees and other junior managers do not participate in the initiation of action plans to counter prevailing challenges. They only rely on the top management to initiate and respond to issues. Employees are just concerned with job security Jackson 3 and production. The model relies on economic resources which is well elaborated from the case study. Other models employed in other industries include the supportive, autocratic, and collegial models. In the Autocratic model, authority is the managerial orientation unlike in custodial whereby financial resources are the managerial orientation. Nevertheless, in autocratic, employees’ psychological results rely on the manager (Barjis, p.21). What about the supportive model? The orientation is support and relies heavily on the leadership style. In this model, employees receive support from their leaders to accomplish various tasks. In the collegial model, teamwork is the orientation to management. Employees depend on teamwork to meet the objectives of the organization as well as making decisions. There is more focus on the social organization of the employees. For the model to work out effectively, an employee’s self-discipline is essential. With discipline, it is easy to work in teams with minimal conflicts. Different companies make use of different organizational models due to factors such as environmental factors, size, strategy, and age. When it comes to environmental factors, culture plays a very big role. How do the locals conduct themselves? If the people working in the firm like working in teams, then it will be effective if the firm will bring in a model that supports teamwork. Nevertheless, the objectives of the organization will determine the kind of model to adopt. Every firm will select a model that best suits its number of employees. A model that they can employ with much ease. The current impact of culture on organizational models is very high. GM Company is trying to bring in a supportive model. First of all, it is good to understand that culture is an industry’s way of doing things. Most industries have employed the use of technologies which were not used in the past model. Culture has interfered with communication, both negatively Jackson 4 and positively as far as the organizational models are concerned. For instance, reducing the gap between the senior managers, junior managers, and the employees. Organizational models accommodate all these individuals and information communication technologies have reduced the distance between them. Ideas can now be shared very fast just through the click of a button. On the other side, social work has been reduced with these new cultures. People no longer come together to discuss issues like they used to do in organizational meetings. They depend on online platforms which are not as reliable as face to face communication. The past models emphasized on teamwork while the current ones are majorly based on specialization. GM was not operating according to its model due to the communication breakdown. Upward communication was broken down since it is evident from the scenario that it took long for Barra to know that GM was in a crisis. Being a multinational company, GM needs to develop a model which will encourage more consumers. To do so, they need to improve the quality of their products by addressing issues on time. The best model for this firm would be the supportive model. If leaders start supporting the employees, then problems will be identified in time and addressed before escalating to new levels. The supportive model makes employees feel recognized and it supports all communication lines: horizontal, downward, and vertical. With the changes initiated with Barra, GM will be able to operate to its model. Motivational models have not shifted as much as the organizational models have. This is because motivational models just have the same objectives which include increasing effort among the employees. On the other hand, organizational models focus on several unique objectives which lead to them changing every time to meet them. They thereby drastically shift. Jackson 5 Works Cited Barjis, Joseph. Enterprise and Organizational Modeling and Simulation: 11th International Workshop, Eomas 2015, Held at Caise 2015, Stockholm, Sweden, June 8-9, 2015: Selected Papers. , 2015. Print. “The GM Culture Crisis: What Leaders Must Learn from This Culture Case Study.” Switch & Shift, 4 Aug. 2017, switchandshift.com/the-gm-culture-crisis
Purchase answer to see full attachment
User generated content is uploaded by users for the purposes of learning and should be used following Studypool's honor code & terms of service.

Explanation & Answer

Hello,I have submitted your solution. Kindly take a look and propose any possible changes. Feel free to make me your regular tutor by inviting me to any questions you post.😀

SURNAME 1

Name:
Tutor:
Course:
Date:
GM Culture Crisis
Evaluation of leadership theory
In the GM case study, different leadership styles have been used before the cultural crisis
and after the cultural crisis. First, autocratic leadership is depicted in the case. This is where the
leaders make decisions without consulting the team members even when they would have a
relevant contribution (Romager et al., p.27). This was outlined in the CEO's report where she
claims that the cases had been reported to the senior management by the employees, but no
action was taken. Authoritarian leadership style is also used in the GM where it is clear that the
senior management and the CEO only keep a distinct professional relationship. This is when
different issues had been raised and some of the senior management were aware, but did not take
action to rectify or inform the CEO. Additionally, the employees and the senior management
strictly observed professionalism that makes it hard to interact in a friendlier environment or ask
for their support ...


Anonymous
Great study resource, helped me a lot.

Studypool
4.7
Indeed
4.5
Sitejabber
4.4

Similar Content

Related Tags