Organizational culture is crucial in providing

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individuals with a collective identity, develop a good working relationship, and justify actions.GM’s internal culture is facing various challenges that have affected the organization'sperformance. The first example of internal culture challenges is assumptions that the employeesmake about the organization by assuming that if they raise issues, no one will listen to them;hence, they resist to share information about a particular aspect. According to the CEO, “problememerged during the previous launch of the vehicles because engineers were unwilling to raise theissue” (Valukas, 2014). The assumption is critical in determining who employees decide on whatis right and what is wrong and how they feel about the job. The other example is artifacts which,
GM CRISIS CASE16involves perception that varies from one individual to another. The organization consists of thesalute and nod culture where salute is a phenomenon of avoiding responsibility and nod is aculture where an individual agrees to perform a proposed cause of action, but they do not havethe intention to implement the action (Kuppler, 2014). The organizational culture problem mayresult in the dismissal of employees. According to the GM CEO, Mary Barra, some of theemployees were fired due to incompetence or misconduct, and others were dismissed becausethey could not fix the problem (Isidore & Harlow, 2014). The management should apply theleadership style that motivates the employees to embrace the internal culture.5.1 Insights and ConclusionsGeneral Motors is a considerable automotive manufacturer in the world. The companyuses a collegial organizational model in the business operation to enhance company productivity.The collegial business model is unique because it supports teamwork which, results in innovationand skills development. Creating a conducive environment for the employee is one of themotivational factors that GM applies to maintain productivity and to increase sales and marketshare.The organization applies the contingency theory in the leadership style. The approachenables the leader to adjust to the situation, which is crucial in explaining the motivationaltheory. People feel motivated if the manager can come up with practical solutions during thecrisis, creating a conducive working environment, and involve the worker in the decision makingthe process.Internal culture is the working environment developed by the strategic mission, values,and vision of the organization. The leadership style is one of the leading influencers, and they
GM CRISIS CASE17shape the organizational culture. Leaders are responsible for directing the learning using traitssuch as profit-driven, or top-down leadership values. The leaders can also apply the newleadership paradigm component to define and implement the organizational culture.

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