The decision making and information sharing process

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the decision making and information sharing process, every individual would be aware of whatwas going on and come up with practical solutions to the challenges the issue. The Board did notreceive any reports or data associated with the ignition switch. Lack of information sharing andcollective decision making led to the delay in addressing the crisis. 3.3 Internal and External InfluenceInternal and external factors influence results in organizational changes as a result ofenvironmental inconsistency and instability. Changes in the organization usually take place dueto various driving forces such as the reduction in services and products, the decrease in funding,and emerging of new clients and markets. The primary external factors that led to a shift in the
GM CRISIS CASE12leadership style in GM include competition, government, and consumer preference. Theuniversal automotive industry his extremely competitive, and GM is facing strong competitorsfrom various automotive companies such as Toyota, Ford, among others, which has a significantimpact on the market share and vehicle pricing. Consumers are changing their preferences tovarious types of care which, influenced the change in GM leadership style high technologyproducts for eco-friendly automobiles and boosted the demand for the products. The governmentlaws and regulations have a significant impact on GM, where most rules protect auto andenvironmental concern; hence, GM had to change the leadership to ensure they address theexternal factors that may affect the functioning of the organization.The major internal factors that led to the change in the GM leadership style includesineffective communication, complicated committee structure and bureaucracy, and employees’behavior. Communication was the primary factor affecting the company’s operation, which leadsto a change in leadership style. Employees and the management did not share information evenduring critical for example, during an interview conducted by Judy Woodruff, the CEO, MaryBarra said that individuals did not disclose the essential information that would have saved thelives of those affected by the faulty ignition switch and if the employees were able tocommunicate about the situation, it would have been much different (Did GM's corporate culturehelp complex safety issues, 2014). The complicated committee and bureaucracy structure alsoaffected the company’s operation. The GM board and senior management played an essentialrule in the GM crisis due to the message that they send to the employees and the environmentthat they created that impacted the response of the employees in the disaster. The board membershad no idea about the Ignition Switch until 2014. Valukas report also indicated that the GM CEO,Mary Barra, was not aware of the switch issues which, led to the delay in solving the problem
GM CRISIS CASE13(Valukas, 2014). The complicated bureaucracy structure and committee made it impossible forthe employees to reach the management. Employees are the primary internal factors that led to

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