expertise to something they believe in thus fostering change and forming a

Expertise to something they believe in thus fostering

This preview shows page 21 - 24 out of 53 pages.

expertise to something they believe in, thus fostering change, and forming a unique social identity. Because of their investment, the employees felt an emotional reaction to failures and successes of the group; exhibiting behaviors identified in the Social identity theory. According to this theory, the emotional attachment and reactions occur “because their self-esteem gets tied into the group’s performance” (Robbins & Judge, 2014, p. 244). As a result, the self-esteem of the employees will increase or decrease with each triumph or failure of the company. Tesla, as an organization, works in a cohesive manner. This structure enables the teams to quickly advance through what is known as the five stages of development. This five-stage group- development model consists of: forming, storming, norming, performing, and adjourning . During the beginning of group development, the forming stage is “characterized by much uncertainty” (Robbins & Judge, 2014, p. 246). This is followed by the storming stage , during
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ELON MUSK: AN IN-DEPTH REVIEW 22 which there is much “intragroup conflict” (Robbins & Judge, 2014, p. 246). Next is norming stage , where close relationships and cohesiveness are formed; then the performing stage when the group is fully functional. Lastly, the adjourning stage is “characterized by concern with wrapping up activities rather than task performance” (Robbins & Judge, 2014, p. 246). Teams in Tesla Motors As essential as the group functionality is, it would not be possible without effective leadership; which is imperative for the progression of the business and its wellbeing. However, there is a necessity for well-structured hierarchical mediations for composed administration and authoritative expansion systems supporting viable corroboration based performance and implementation. In today’s business climate, it is vital that leaders incorporate the Leadership and Organizational Change for Implementation (LOCI) intervention; encouraging managers to become familiar with different groups of people including associates, collaborators, clients, board members, and the general population. Elon Musk uses the LOCI intervention and creates teams with a singular focus on speed. Tesla builds everything in the same building, thus enabling complete integration and cost savings. Instead of a part costing $10,000 due to the labor and the shipment of materials from all over the world, and then being assembled in yet another area, Tesla builds that same part for half the cost, as all components are usually readily on hand. If an issue comes up during the process, they label it the “critical path.” The critical path is the one thing at any given time that is the most pressing problem. At Tesla, Musk will put most of his time and effort into resolving this issue. What this means is that if you are the engineer causing the critical path, you’ve got Musk on your back. He will ask point blank, “How many people and how much money and what do you
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ELON MUSK: AN IN-DEPTH REVIEW 23 need to fix it?” (Ellison, 2017, para 26). He will get whatever is needed and then stay to ensure the problem is resolved.
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  • Spring '12
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  • Management, Tesla Motors, Elon Reeve Musk

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