General Motors: Organizing Function of Management
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The paper provides a brief overview of General Motors and an evaluation of the organizing function of management as it relates to human resources and knowledge. The paper analyzes the company's drastic cuts in its blue- and white-collar workforce and discusses how they will help save the company some money, but on the other hand, General Motors may be divesting itself of the one resource - effectively organized knowledge -- that could help rescue the company from its current predicament of operating in an increasingly globalized and competitive automotive marketplace. The paper concludes that it remains unclear whether this "leaner and meaner" General Motors will possess the requisite knowledge to overcome their challenges in the future.
Review and Discussion
Review and Discussion
From the Paper:"Even during this troubled period in its corporate history, General Motors offers its employees a number of corporate benefits and incentives beyond their base salary of approximately $70 per hour (Newman, 2009), including significant employee discounts on General Motor vehicle purchases for employees as well as family members and friends (GM Family First, 2011). Nevertheless, as one of the largest overhead categories for the company, General Motors must organize its human resources to achieve the most efficient worker-manufactured vehicle ratio possible, a point driven home by the company's Chapter 11 bankruptcy in 2009. In this regard, according to Cranage, "A new General Motors has emerged from bankruptcy protection - far more quickly than expected - as a leaner carmaker aiming to win back American consumers and pay back taxpayers" (2009, p. 6).
"To this end, the company is taking aggressive steps to "right-size" its manufacturing operations by reducing the number of workers required per vehicle as part of its bankruptcy reorganization plan (Cranage, 2009). In this regard, More (2009) cites the recent announcement by General Motors officials that the company will eliminate 47,000 workers from its global workforce, reducing the total number of employees to about 209,000 (About GM, 2011). This authority, though, cautions that even this drastic step may be too little, too late, to save the struggling auto giant from ultimate failure."
Sample of Sources Used:
- About GM. (2011). General Motors Company. Retrieved from http://www.gm.com/corporate/ about/.
- Bussing, A. & Herbig, B. (2003). Tacit knowledge and experience in working. Psychology Science, 45, 142-143.
- Cranage, J. (2009, July 13). Deal closed on birth of a leaner General Motors. The Birmingham Post, 6.
- Droege, S. B. & Hoobler, J. M. (2003). Employee turnover and tacit knowledge diffusion: A network perspective. Journal of Managerial Issues, 15(1), 50-51.
- General Motors. (2011). General Motors Company. Retrieved from http://www.google.com/ finance?client=ob&q=NYSE:GM.
Cite this Case Study:
General Motors: Organizing Function of Management (2013, May 03) Retrieved June 26, 2019, from https://www.academon.com/case-study/general-motors-organizing-function-of-management-153127/
"General Motors: Organizing Function of Management" 03 May 2013. Web. 26 June. 2019. <https://www.academon.com/case-study/general-motors-organizing-function-of-management-153127/>