General Motors Management Improving organizational culture

As highlighted by the case study. General Motors predicament is as a result of the top management unwillingness to accept the dynamic nature of the consumer market and global matters. This lead to the organization inability to ensure market focus as well as delayed response to the global financial crisis leading to the current credit crunch issues (Kaiser, Hogan & Craig, 2008). This report seeks to address the lack of robust and improved organizational culture as a key management problem in the General Motors leading to the challenges as highlighted in the case study. Opportunity to learn from experiences and Evolve into a competitive edge A robust organizational culture allows the freedom to learn from past experiences of the organization as well as competitors and utilize that information in forging strategies that allow profitable and sustainable operation.

A supportive organizational culture ensures that the stringent administrative bottlenecks and bureaucracy do not drag down an effective decision-making process (Gillespie, Denison, Haaland, Smerek, & Neale, 2008). General Motor top management lack of clarity on the market opportunities and this limited information during decision-making were the root cause of the loss made. The determination to run many products (product diversification) without a comprehensive understanding of the opportunities and potential that each market held was catastrophic as it stretched the company’s resources. Furthermore, it limited GM ability to remain liquid enough for healthy responses and recovery from unprofitable ventures. Indequate incorporation of market feedback on its various products and projects in the future decision-making process and consideration of implications of such action and practices on the organization’s future of such catalyzed General Motor’s failure.

Instilling new employee with the ethical organizational culture of being accountable and responsible for individual and organization action is crucial in the development of the robust and productive workforce. More so, a sense of responsibility is beneficial to an organization as it promotes the desire to creatively finding a solution and act affirmatively to overcome challenges. This is in total contrast to lame blame on existing challenges for the poor performance as highlighted by the General Motors CEO lame excuse that global financial crisis was the reason, it was seeking bailout despite the same conditions affecting other players in the automobile industry. Despite the General Motors business strategy forecast, on the intensive growth, the lack of supportive organizational culture that alignment of GM resources in the achievement of this critical goal limited the short-term and long-term success of the business strategies.

The management lack of accountability on the on market planning and strategizing was a catalyst for the poor financial show. Recommendation and Conclusion It is important to General Motors to invest in organization change that helps the institution transform in to market-focused organization and incorporates employee in the decision-making process. It should promote upholding of responsibility and accountability at the workplace, mindful of effective, and efficient of business processes used u the organization. It important to develop human resources strategies that help train and refresh employee skills and competencies to enhance alignment of the new organizational culture with the belief and value of the employees. Lack of market focus was a critical cause of failure of the General Motors, accepting this reality is essential in forging the way forward in a profitable and sustainable future.