Content Introduction…………………………………………………………………………….......1 Organisational Development programs………………………………………………….2 Organisational Development Interventions…………………………………………...2-5 Reasons for Intervention…………………………………………………………………..6 Implementation of OD intervention……………………………………………………….6 What HRD Managers need to do to combat criticism…………………………………..6 OD intervention in General Motors – A case study…………………………………...7-8 Conclusion…………………………………………………………………………………8-9 References…………………………………………………………………………………
Introduction Toyota Motor Corporation (TMC) is a Japanese multinational company that manufactures cars, buses, trucks and robots, with its global office located in Japan. It is the largest car manufacturer in Asia and the second largest producer [1]. It was established in 1937 by Sakichi Toyoda, and in 1938 developed their first vehicle production line [2]. Honda Motors, also a Japanese Company, is the world’s largest motorbike manufacturer and the world’s largest Internal Combustion Engine producer
past decades, organizational changes have become recurrent. It then became decisive for managers to perfectly understand this phenomenon in order to lead organizations to efficiency. The main objective of this report is to gain a better understanding of large scale organizational change. The different changes implemented by General Motors company in an attempt to cope with the economical crisis of 2008 is a perfect example of this concept. This paper details each change undertaken by the organization
Case Study: Fiat Auto and General Motors Alliance Case Study: Fiat Auto and General Motors Introduction The economic crisis and other factors, affect different companies in the global market and automotive industries are not exempted. In order to cope with economic problems within the industry, different companies try to find the most efficient ways to save the company and one of these is through the consideration of merging or going into alliance. In alliance, both companies
language coming with this. Employee engagement, measured each year, was at an all-time high. The message that was taken from this was ‘it is possible to change the culture of an organisation... no matter how challenging it might seem at the start’ (Losada and Bajer, 2010). Similar success can be seen with NUMMI, a joint venture between General Motors and Toyota, outlined by John Shook (2010). What was seen here mainly affected the chronically under-performing Fremont plant of GM, but did have significant
Organisational culture shared among all the members, with its values, principles, traditions and methods of working. It determines how an organisation functions, from industry side to individually. It could be an important asset which, if not managed well, can be a critical liability for the organisation. While a healthy and positive organisational culture could increase relationship between employees and employer, and together achieve the maximum performance for the company, a deleterious culture
The value of ISO 9001 certification lies in a combination of learning, incentives, and signaling. ISO 9001 certification process teaches managers how to reduce costs or cost-effectively improve quality. If ISO 9001 certification increases customers’ willingness to pay for quality, which, in turn, is an incentive for managers to improve product quality. The signaling, like incentives, operates if, in the absence of ISO 9001, many customers cannot detect (and thus are unwilling to pay for) improvements
General Motors, a once supposable untouchable force, was immediately a leader in the field of automobile manufacturing upon its establishment in 1908. Its focus on motorised transportation saw its rapid success and accession through the acquisition of many companies with the mission statement of “a car for every purse and purpose”, making it a super power within the motorised industry. However, due to a number of internal and external problems within the business, General Motors began to quickly
Waterman (1982) drew a lot of attention to the importance of culture to achieve high levels of organisational effectiveness. They made use of over 100 years of theory and research in cultural anthropology and folklore studies to inspire and legitimise their efforts. This generated many subsequent publications on how to manage organisational culture (e.g. Deal & Kennedy 1982; Ott 1989; Bate 1994). If organisational culture is to be managed it helps first to be able to define it. However defining culture
Organisational change: can an organisational culture be changed? Despite its ordered and steady foundation, organisational culture can be changed if it is guided by a comprehensive strategy. An organisations culture is founded by relatively stable characteristics, based deeply on values that are enforced by organisational practices. However, an organisational culture can be changed. This essay will aim to establish this and explain the measures which are involved in changing an organisational