How General Motors ( Gm ) New Leadership Help Bring The Company Out Of Bankruptcy And Into Profitability

GM is described as an organization with a dysfunctional company culture that somehow still manages to have amazing results in its work, on a global scale. The key attributes of GM, were primarily in the changes initiated by Mary Barra after the GM ignition switch recall crisis. Some of those attributes include her willingness to openly acknowledge the undesirable aspects of the GM culture and her efforts to take action towards a resolution. There are also several noticeable strengths and weaknesses within the organization. One of the biggest weaknesses is the company’s repeated inability to acknowledge that, lack of functional culture and leadership are truly the root cause of the company’s issues. Based on my reading I would describe the current behavioral organizational model as a Custodial Model. I chose this model because the managerial orientation is money, employee orientation is security and benefits and performance results are passive cooperation. All of these attributes were described in the reading.

There is a great importance put on business leadership, this is directly due to how a business not only functions but in how fruitful the company can become. A great leader essentially can take a business plan that is weak yet turn it into a success, whereas a poor leader stands a higher chance of ruining the best of business plans. That is why it is essential to develop effective leadership throughout a companies entire management program at all levels. How does one develop or retain strong leadership? Companies must be focused on hiring strategies that encompass very specific parameters, building from within whilst creating a strong foundation for employee development and succession planning. Leadership is essential in any organization. The style and theory embraced determines whether the company will or will not achieve their goals. in all cases theory must be embraced, as a companies theory, style, and strategy is greatly dependent on the industry the company is in (Sadler, 2014). “The behavioral theory is one of the widely used theories of management. It suggests that leaders are made and not born. It gives room for training to install leadership traits in leaders at the expense of denying them a chance. There are various leadership styles embraced by companies (Cyert, & March, 2005).”  This paper takes a look at the management styles of two specific

The problem is that, while the market has changed beyond recognition, leadership has not. Many companies still use leadership styles and practices better suited to the boom years. For example, we found that nearly half the leaders in financial companies rely on a "directive or coercive" leadership style, compared to just one-third of leaders across all sectors.

All leadership styles are unique and executed via a well-thought out process. This paper reviews the leadership and managerial opportunities I have had in my recent work experiences. The experiences mentioned in this paper range from my first work engagement to the current role I am assigned as a Senior Financial Analyst. There are examples which explain the aspects that have impacted my leadership skills. This paper also examines the possibilities of inventing a unique leadership style that will align with Jack Welch's four principles and eight Rules. Furthermore, it provides the

Gregory, J. (2011, march 11). What leadership skills will be needed to navigate future industry

General Motors (GM) was one of the premier automakers of the world. Firmly planted as the leader of the big three automakers, GM, Ford, and Chrysler, years of success grounded GM as an economic and cultural icon of American business. As the Japanese auto market grew and became more efficient, turning out improved vehicles that the public wanted, GM was becoming a lumbering behemoth of inefficiency and corporate gluttony. Many circumstances contribute to GM’s road to bankruptcy including high legacy costs in union owned contracts, largely poor design, inferior quality, and low productivity.

I personally have no problem with GM as a company, but there are a few aspects of that cheeky bankruptcy I must protest on principal. Because New GM was only an accumulation of essential assets, the mistakes previously made by many of the same people in power went unpunished. A prime example being the ignition switch recall. In April Judge Robert Gerber ruled in favor of the billionaire company.

Throughout time, many books and papers have been written to study the birthplace of leadership failure, its causes, results, and ultimately, the best way to oversea these situations to avoid future failures. Some leadership experts, may argue that the best way to learn how to lead, is to study successful leadership outcomes and more importantly, how former miscalculations were committed and as a result, what gran plan was used that resulted in the leaders turnaround success. To be a great leader, the individual has to be cognate of what elements, including external and internal impact, resulted in their failure, as well as, how to avoid leadership oversight in the future. In this paper, I will attempt to do just that, as I will incorporate the transactional and transformational leadership theory from this course and apply them to the leadership failures of one of the most entertaining leadership failures of all time: the DeLorean Motor Company.

The mechanisms for changing organizational culture that Mr. Marchionne used at Chrysler were to change the workflow and the structure of the organization. The old ways of Chrysler were not working as the company was forced into bankruptcy. In a reaction to failing sales, the previous management at Chrysler slashed prices, which was not a valid solution to the problem. However, Mr. Marchionne has a different approach. When he took over, he fired top executives, took away the layers of bureaucracy, and injected fear into those that were left. The hierarchy model was no longer working at Chrysler, so Mr. Marchionne got in the trenched with those he select as his management team and together they worked together to bring Chrysler out of bankruptcy. In return, the culture at Chrysler moved to an adhocracy in that leaders were empowered to seek innovation to create sustainable growth for the organization (Kreitner & Kiniski, 2013).

Detailed examination of the impact Jack Welch has had as CEO over the past twenty years reveals a leadership style that is the driving force behind a

When we analyze the success of large corporations like Ford, General Electric and International Business Machines, it is evident that they had series of leaders who were visionary and believed in empowerment of people. When we analyze tough phases of a company or companies that had a fall and ultimate demise, we clearly see a linkage between failure of company and absence of effective leadership (Canwell, Dongrie, Neveras, & Stockton, 2014). The successful organization had leaders who made right decisions at right time and implemented them strategically. The implementation part needs excellent human resources and the ability to lead to them to get the task done. While different situations may need different style of leadership, the sophisticated manpower fueled by technological advancements and globalization have made some leadership styles less effective and some leadership styles to be highly effective (Feser, Mayol, & Srinivasan, 2014). This paper will discuss a tough situation faced in one of my former organization. The organization needed a different leadership style to tide over the falling sales and attrition. Three different leadership styles, their pros and cons, and the likely success in solving the problem will be discussed in this paper.

A company must have sound leadership to be successful in today’s global market. There are many types of leadership styles that one can perform such as transformational and visionary. However, there is not any one style of leadership that is greater than the other. True leaders, no matter what style they choose, have the initiative and drive to out-perform the competition. Today’s business market has forced leaders to become change agents that can effectively formulate and implement a strategic vision and mission.

Ford in 2011 is on the rebound, having recovered from the darkest hours in the late 2000s. The company for the company is that many of its competitors are also rebounding, and there are significant long-run changes in the automobile industry. Ford needs to determine a strategy that will take the company through the next decade, and improve the company's competitive position. The company has four of the top fifteen best-selling cars in America, but also needs to set strategy globally, as many of the best automobile growth markets are overseas. Another strategic consideration is that CEO Alan Mulally remains in the process of changing the organizational culture at Ford, which had become stagnant and unresponsive to the changes in the industry environment.

Forwarded here with a term paper report on “General Motors Bankruptcy” submitted by Siddharth Dixit Enrollment No A7004611108 student of

I have learned many lessons from Jack Welch on leadership. Jack Welch has been with the General Electric Company (GE) since 1960. Having taken over GE with a market capitalization of about $12 billion, Jack Welch turned it into one of the largest and most admired companies in the world by the time he stepped down as its CEO 20 years later, in 2000. Jack Welch used his uncanny instincts and unique leadership strategies to run GE, the most complex organization in the world and increased its market value by more than $400 billion over two decades. He remains a highly regarded figure in business circles due to his innovative leadership style. Jack Welch demonstrated Kouzes and Posner’s five practices of modeling the way, inspiring a shared