General culture which need significant modifications to overcome

GeneralMotors, GM, is an automobile manufacturer that is facing important changes dueto vehicles recalling because of a defective ignition switch. This issueinterfered with the safe operation of airbag systems of the automobiles andcaused over thirteen deaths.

This ignition switch was known for eleven years,and any of the employees who were engaged in this matter took theresponsibility to fix it. Some of the critical attributes that the company hasare its leadership and culture which need significant modifications to overcomethe cultural crisis that they were facing at that time. Some of the weaknessesare The conflict messages from top management, first, “When safety is atissue, the cost is irrelevant” and two, “Cost is everything.”One engineer said that the G1 prominenceon cost control at GM “permeates the fabric of the whole culture.

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” (Kuppler,2014). There wasn’t a sense of urgency to resolve the issue during the decade.There wasn’t a hero who emerged in this story, even though the engineers identifiedthe problem since the beginning, they gave the resolution of an issue ofcustomer convenience rather than safety and didn’t inform to the seniorexecutives since the beginning of it. On the other hand, some of the strengthsthat the company had after the investigation are: They restructured the safetydecision-making process to take the issues to the senior management directly.The company added thirty-five safety investigators that are going to resolveand identify problems faster. And, the implementation of a new Global ProductIntegrity organization that will intensify the safety and quality performance.

It’s essential for the business to have a strong management system in areassuch as training, recruitment, reward and performance management to achieve animproved organizational effectiveness and a stronger corporate culture.G2 Organizational ModelingOrganizational behaviors indicate how is the response ofindividuals and management together. After the investigation of theorganization and the tragedies that caused, GM seems to start using asupportive model which relies on leadership. With this type, leaders supporttheir employees by encouraging and supporting them to accomplish a better job,communicate with each other, the manager promotes participation, and helpemployees to grow. According to the CEO of the organization, they are trying towork and solve problems together as a team. Mary Barra is trying to encourageher team members to own each other’s obstacles to succeed. Additionally, to the supportive organizational model, existcustodial, autocratic, collegial, and system model. Each type has its pro andcons, and each company should choose which is the ideal model that suits itsneeds.

The custodial model is contingent upon benefits, the employee wouldperform to get a reward, but this one doesn’t promote teamwork. One of theharmful sites of this model is that causes employees to work just when there isan incentive or reward ahead of their coworkers, but it may work as an incentiveand motivation for some employees. Before the modification of the culture, GMwas practicing an autocratic model, which is the one that relies on power andthe managerial orientation is the authority. GM employees and managers who knewabout the safety problems may not felt reinforced or motivated enough toresolve the issue or raise the severe matter to the upper management. It showedto be a lack of urgency as well since to solve the problem took over a decadeto catch the attention of Mary Barra. It is a clear example of an autocraticmodel because employees depend on the manager, and they are responsible formaking most of the important decision. Also, the lower-level teams usuallydon’t have a voice of the significant decisions. When companies use this model,the performance may be lower than expected, in this case, GM’s autocraticenvironment caused many employees to ignore the issue and created the idea thatthe responsibility belonged to someone else, and not to the ones who knew aboutthe defect.

It’s important for this company in the case and others in theindustry to use the supportive model to encourage individual and organizationalobjectives and goals. The autocratic model can be very successful depending onthe boss, and the employee orientation is the obedience; unlike the supportiveorganizational model, this type is demanding, and not supportive. Some examplesof companies using this model are Martha Steward Living Omnimedia, Donald Trumpof Trump Organization, and Howell Rained of New York Times. Additionally, theCollegial organizational model depends on partnership, and employees depend oneach other cooperatively and work as a team to do the duties. Performanceresult is moderate, and also, enthusiasm and the physiological end is self-discipline.The advantage of this model is that managers are just not demanding resultsfrom their employees, but they are also responsible for the success of theorganization; they also build a valuable relationship and responsiblebehaviors.

One company that uses the collegial system and is similar to GM inextension but not in the same industry is Google, that’s why their goal is toperform as a team, not as individuals. The collegial model is typically used incompetitive enterprises, such as technology, and uses ideas and innovation asits key success factors. Lastly, is the system model which is based on trust,self-motivation, and the performance outcomes would be more than expectedbecause employees have a high level of commitment to the company. One of thecharacteristics of this model is that managers need to understand the nature oftheir corporations before making any decision.

They focus on the employees’needs and about the changing in the environments to obtain the best model toget the best results.G3 G4 The system models differ one from another and managers canhave a preference, but they are not ideal for every organization because thenature of them is not favorable for a self-driven environment. The main reasonfor these models is to guide employees through the process of how to follow aparticular model.

These models can be applied to different issues such as workethics, honesty, work tasks, communication, and politics. What works for onecompany may not work for another one, especially when they are part ofdifferent fields. For example, in the manufacturing field, the main propose isproducing quality manufactured goods as quickly and efficiently as possible,and working as a cooperative team helps to achieve that. On the other hand,sales industries, for example, it is every man for himself, teamwork is not arequirement for success, and the individual sales are what make up theorganization’s accomplishment.

In the case of GM, as it was mentioned before,the autocratic environment that the company was submerged caused the employeesto ignored the defect that ended up in tragedies because they thought that theydidn’t have the responsibility to resolve it, they were waiting for the CEOs tobe in charge of the resolution. This was caused because of the lacking ofleaders to encourage, prepare and change the managerial orientation and theorganizational culture. That’s why it was necessary to change the managerialorientation and the culture of GM as soon as possible to overcome this crisis.Culture refers to the actions and behaviors that employeeshave in a company, and it is created by values set forth the company. It playsan essential role in shaping behaviors at the workplace.

In this era, for anorganization to be successful, it is necessary that they manage and establishan excellent organizational culture to work toward a common goal. When cultureis lacking, it’s an error of management for not giving it the importance thatit needs. GM is not operating within an organizational structure thatis unique to its industry. Many companies in this industry follow thissupportive model, one example is Nissan. They try to create a relationshipbetween the employees and managers.

Employees have the freedom totake the initiative and areself-motivated. At the Nissan factories, workers are inspired to keep hard workand find different solutions and ways to improve their jobs.The culture over the course of the country’s history has hadan impact on organizational models and has shifted motivational models. In thebeginning, during the industrial revolution, almost every company used theautocratic model. Textile mill and factory workers didn’t have any voice to sayin the organization, and all the authority was held to the CEO. The onlymotivation that these workers had was the money that they could earn at the endof the shift and bring to their homes.

But after the workers started to formunions, business began to change their organizational models to custodialmodels and included benefits for their employees in addition to theircompensations. When women started to work as well, some organizations commencedto create daycares or playrooms for the kids and added the maternity leave.These changes helped to create some better environments for companies inautomobile and sales industries to build employee loyalty and skilledpersonnel. Many companies, like GE, decided to use the supportive model tocreate a manager-employee relationship to gain advantages and vision.Motivational models are useful when workers feel inspired by a positiveenvironment at work and support, and when some of them don’t feel completelysatisfied with authority or financial protection. With the new technologyindustry, the collegial model started to appear, because companies need to findnew methods to be ahead of competitors, their essential elements are innovationand creativity to boost their firms.

Zappos and Google, are excellent examplesof companies that use this model. This motivational model takes place whenworkers demonstrate to be more motivated by each other and working together asa team to achieve goals. In conclusion, Mary Barra, the company’s CEO, eventuallyrecognized GM’s failures and attempted to take some steps to improve it, butthey missed the most important part for change which was the cultureorganization.


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